HUMANITIES & SOCIAL SCIENCES COMPLEX · 2020. 7. 6. · sciences. A new facility would provide the...

HUMANITIES & SOCIAL SCIENCES COMPLEXPREDESIGN STUDY

CENTRAL WASHINGTON UNIVERSITY

JULY 2020

PREPARED FOR: State of Washington, Department of Financial Management

BY:Central Washington University

Facilities Management DepartmentIn Cooperation with Studio Meng Strazzara

CENTRAL WASHINGTON UNIVERSITY: HUMANITIES & SOCIAL SCIENCES PREDESIGN

TABLE OF CONTENTS

SECTION 1.0 Executive Summary Page 01SECTION 2.0 Problem Statement Page 04SECTION 3.0 Analysis of Alternatives Page 09SECTION 4.0 Detailed Analysis of Preferred Alternative Page 14SECTION 5.0 Budget Analysis for Preferred Alternative Page 43SECTION 6.0 Project Diagrams and Drawings Page 52

APPENDICESA Predesign Checklist and Outline B Project Budget Unit Cost Detail

C-100, Design Alternate No. 2CostEstimateReport,DesignAlternateNo.2C-100, Design Alternate No. 3CostEstimateReport,DesignAlternateNo.3

C LEED ChecklistD Department of Archaeology & Historic Preservation (DAHP) LetterE Life Cycle Cost Analysis ReportF Prospectus for Humanities and Social Sciences ComplexG CWU Existing Facility Condition Assessment Reports

CENTRAL WASHINGTON UNIVERSITY: HUMANITIES & SOCIAL SCIENCES PREDESIGN 1

1.1 Problem Statement

This project resolves two problems. First, it demolishes two old facilities in poor condition, which continue to draw resources away from more productive projects. Farrell Hall and the Languages and Literature (L&L) Building were built in 1973 and 1971, respectively. Demolishing these failing facilities reduces CWU’s deferred maintenance log and allows the university to invest minor works resources in more lasting and productive projects.

A second issue the project addresses is the fragmentation of the Humanities and Social Sciences programs. The dilapidated, small, and technology-poor facilities send students and faculty to buildings all over campus. For example, the Department of Sociology is primarily located in Samuelson Hall, which was originally created to house computer science and computational sciences. A new facility would provide the modern space these programs require as well as encourage interdisciplinary projects and research, giving students the experience that employers increasingly look for in a graduate.

1.2 AnalysisofAlternatives

Humanities and Social Sciences Predesign Study considered four alternatives:

AlternativeNo.1:NoAction – This option was rejected because the buildings that currently house these programs have significantly deteriorated and maintenance is becoming increasingly expensive. The buildings are out of compliance with modern codes, especially with state and federal requirements for Americans with disabilities. These facilities are at the end of their useful lives and should be replaced, rather than continuing to invest scarce funds into their upkeep.

AlternativeNo.2:NortheastofBrooksLibrarySite(PreferredAlternative) – This alternative recommends a new building located northeast of Brooks Library, including an addition and some renovation to the existing library building. This option represents the most comprehensive answer to all of the program goals and planning criteria. It is also the lowest cost alternative.

AlternativeNo.3:FarrellHallSite – This option explored developing an entirely new, stand-alone building located partially on the site of the existing Farrell Hall, extending northwest of Brooks Library. This option was rejected because it represented a higher-cost solution and did not meet the goal of locating the new Humanities and Social Sciences complex in a central location on campus.

AlternativeNo.4:RenovationandexpansionofFarrellHallandLanguageandLiterature(L&L)toextendtheirusefullives–This option was rejected based on a cost-benefit analysis. The amount of renovation and expansion required to bring both facilities up to current energy efficiency standards and ADA requirements is counterproductive compared to a singular complex, which addresses the academic programming needs of both facilities.

1.3 DetailedAnalysisofPreferredAlternative

The preferred alternative proposes a new, four-story, 90,600 SF building located directly adjacent to the east side of Brooks Library, extending north toward East Dean Nicholson Blvd. This configuration includes a 24,000 SF addition to Brooks Library and approximately 5,000 SF of renovated space within the library building itself.

The preferred option offers the most comprehensive, cost-effective solution. It eliminates deferred maintenance that cannot be addressed through incremental biennial Minor Works appropriations, which would be better spent maintaining buildings in good condition. The preferred option brings several programs together in a single, modern facility, maximizing efficiency while enhancing educational quality.

The preferred site to the northeast of Brooks Library provides excellent access to pedestrian traffic along Dean Nicholson

SECTION 1.0: EXECUTIVE SUMMARY

CENTRAL WASHINGTON UNIVERSITY: HUMANITIES & SOCIAL SCIENCES PREDESIGN2

1 | EXECUTIVE SUMMARY

Blvd. This configuration creates a strong connection to Brooks Library, which will integrate fragmented departments into a single Humanities and Social Sciences Complex. This new facility, configured with flexible spaces, will facilitate shared use and inter-departmental interaction, helping to foster increased student activity and collaboration.

ScheduleA summary schedule is as follows: Predesign June 2020 - July 2020 Design Sept 2021 - Feb 2023 Building Permit Feb - May 2023 Bidding June - July 2023 Construction Sept 2023 - Aug 2025 Furniture & Equipment Install June - Aug 2025 Faculty & Staff Move-In July - Aug 2025 Classes Begin in HSS September 2025

1.4 BudgetAnalysisofPreferredAlternative

As part of the budget analysis of the Preferred Alternative (No.2, Northeast of Brooks Library Site), cost estimates were generated using the State of Washington Office of Financial Management’s C-100(2020) Cost Estimate tool. Additionally, separate cost estimates were generated for both Alternatives No. 2 and No. 3 by RC Cost Group.

A summary of the proposed construction budget for the preferred alternative is as follows:

Item Construction Gross Area $/SF $Humanities and Social Sciences Building New 90,580 SF 421.69 38,196,783Brooks Remodel Renovation 5,000 SF 135.24 676,218Brooks Addition at North Site New 24,098 SF 416.90 10,046,364Site Work Site 3,303,909Demolition & HAZMAT (L & L Building + Farrell) Demolition 1,910,564Off-site Improvements Site 794,777TotalConstructionCostforBuilding&SiteWork 54,928,615


1 | EXECUTIVE SUMMARY

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2.1 Identifytheproblem,opportunityorprogramrequirement.

Central Washington University (CWU) is proposing the Humanities and Social Sciences project in order to house the academic departments that are currently located in the Language & Literature Building (L&L) and Farrell Hall, as well as replace the general purpose classroom space in those buildings. Farrell Hall and L&L represent $65,892/year in deferred maintenance. Their archaic designs lack functionality and do not meet modern building codes, especially ADA. The ongoing annual cost of maintaining these buildings is increasing with time and the university does not have the operating budget necessary to restore these buildings to the condition necessary to extend their useful lives. Unfortunately, there is no other space available without the Humanities and Social Sciences project; until a new facility is constructed, the university will continue to use Farrell and L&L at great expense and inconvenience to the faculty and students who must conduct their studies in them.

Farrell Hall’s 41-year-old systems are deteriorating, with infrastructure and major systems demonstrating critical issues. The center of the structure has settled; chairs roll from the walls to the middle of the rooms and doors won’t close. Water freezes on the roof of the uninsulated building; when the ice melts, rain-water leaders buried in the walls leak water inside, into classrooms and offices. Old insulation is liquefying and seeping through cracks in the masonry walls, which also admit insects. Farrell lacks modern technology infrastructure, from simple power outlets to data ports. In addition, Farrell is far too small to accommodate two of the university’s fastest-growing programs, Law & Justice and Sociology.

The systems in the L&L building are similarly out of date and deteriorating. A structural assessment in 2003 identified significant concerns that could only be addressed through a “major level of structural upgrade.” Recently, CWU reframed 17 doors in L&L after a badly warped door frame trapped a faculty member in his office for two hours, requiring 911 services to rescue him. The facility, which houses a Deaf Studies Program, lacks fire alarms that signal both visually and audibly. Further, there are no restrooms on the third floor.

The design of the building itself, contributes to its inefficiency. L&L is constructed in two, unconnected ground-floor sections separated by an open-air courtyard. Each of the upper three floors of the two halves, which largely contain the classrooms, are connected by a bridging section that houses offices. This area is too small and inconvenient to serve as the main route of circulation between the two academic areas. Because of the configuration of the structure, the layout of the building is compartmentalized. Assignment of space cannot flex as department sizes change. Due to this restrictive design, scheduling efficiency can only achieve 53 percent. This is particularly problematic since the facility houses so many programs required for general education.

Archived records kept by Facilities staff during the construction of L&L reference issues they have dealt with since the building was first occupied. The Language and Literature Building was built in 1971. Brooks Library and Farrell Hall were added to this section of campus shortly after - in 1973 and 1976. Prior to this development, the Ellensburg Water Company Irrigation Canal ran straight through that area of campus. The canal was re-routed to the south and west of the new buildings but the soil conditions, where the canal had previously been located, may not have been properly prepared for the new construction. Facilities staff believe this may be a factor in the ongoing settlement problems these buildings experience, which have required multiple repairs over the years.

A 2003 Structural Assessment of L&L and Farrell Hall by the structural engineering firm Putnam Collins Scott Associates identified significant concerns that could only be addressed through a “major level of structural upgrade.” In particular, the assessment questioned the stability of the structure in the event of a seismic event. Other structural concerns included cracking in the masonry walls, the concrete floor slabs, and the concrete stairs and landings. A specific area of concern pertained to reinforcing in the structural masonry walls. The construction drawings indicate steel reinforcing in the walls throughout the building. They conducted tests at select locations to verify the placement of the reinforcing. The results indicated the steel reinforcing occurs only sporadically with little correlation to what is called for in the construction documents. The report noted the building was constructed during a time in which reinforced masonry construction was a relatively new concept, and the reinforcing may not have been placed as detailed in the drawings. Over the course of construction, the concrete deck formwork was removed early, which caused excessive deflection of the concrete floor slabs

SECTION 2.0: PROBLEM STATEMENT


2 | PROBLEM STATEMENT

at the upper levels. This created problems including out-of-plumb doorways which jamb or will not close. Facilities has had to repair these and other issues throughout the building due to movement that has occurred in the structure.

A 2004 Fire Risk Assessment Report of the L&L and Farrell Hall Buildings by Creighton Engineering Inc. identified an occupant life safety concern where an undetected, early spread of smoke throughout a floor below an occupied floor could occur. Though the building construction is fire resistive, a delayed notification of fire could allow smoke and heat to spread to all areas of the building. In addition, the complicated layout of the building creates a configuration where both stairways are entered from a common atmosphere. This would not be allowed under current egress codes.

The mechanical and electrical systems in L&L and Farrell Hall are all original from the 1971 and 1973 construction, and are approaching 50 years in service – well past their expected operational life. Specific problems include:

• Equipment has exceeded their service life by twice the expected industry standard: 25 years for fans, 20 years for coils, 20 years for pumps, 30 years for ductwork, 20 years for temperature controls and 17 years for motor controls.

• Systems are not compliant with current energy code, resulting in the need for all new piping, ductwork and air-handler distribution systems when replacement systems are considered.

• The controls are pneumatic (air operated logic in lieu of programmable electronic direct digital controllers) and the facility cannot be monitored or maintained at established campus levels. Needs for service are identified through user complaints. Maintaining consistent building temperatures with the old heating system is an on-going challenge.

• The stairwells and many offices lack windows; in the event of power failure, students and faculty in these locations will find themselves in complete darkness.

• Walls have been reconfigured over the years without adjustments to the mechanical system resulting in spaces without sufficient heating or cooling.

• The south side of the building has insufficient cooling.• Heating water is not adequately distributed through the building and pipes are frequently plugged. The pipe is

concealed, resulting in wall removal to unplug and repair pipe. • The building air quality does not meet current standards. Air system filters are inadequate, resulting in grey material

(thought to be fan belt residue or gasket material) to be blown out the diffusers into occupied spaces. Filter fabric has been temporarily installed over the diffusers to stop the blowing debris but also restrict air flow.

• Noise from the old ventilation system makes it difficult for students to hear.• Outside-air fans located on the roof of one tower of the building provide ventilation to the whole complex, including

the far lower level of the opposite side of the building. This results in far too much pressure for the fans to overcome and an inadequate level of air circulation.

• Complaints about the stuffy nature of the building have not been resolved. Ventilation in the building is limited in the winter by delivery temperature and is not regulated based upon building usage or air quality.

• The building was constructed with interior roof drains that are clogged with debris – including ash from the eruption of Mt. St. Helens in 1980. The drain lines are not accessible for maintenance without invasive demolition of interior structure.

The Humanities and Social Sciences project will house current unmet functional and programmatic needs, which are required to support academic goals and accommodate expected future program activity levels. The rationale for this proposed project is to:

• Provide modern, effective, and safe learning environments for students. • Consolidate fragmented programs.• Accommodate growth of existing and new academic programs.• Address known existing facilities problems.• Provide sustainable space with energy-efficient solutions.

CWU strives to provide opportunities to students of a broad range of talent, economic, and social positions. About half of CWU students are the first in their families to go to college, and transferred from other institutions. More than a third of students are people of color. CWU’s role is to make these students successful by providing close faculty mentoring in excellent programs and facilities. The proposed Humanities and Social Sciences project supports this effort by providing safe facilities; increasing opportunities for students, faculty and staff for academic collaboration; enhancing opportunities for cooperation between the university and external communities; bringing academic programs together in the same facility;



improving the coherence and collaboration among these programs; and providing technologies that enhance the learning and working environments to ensure optimal delivery of academic programs.

2.2 Identifyorexplainthestatutoryorotherrequirementsthatdrivetheproject’soperationalprogramsandhowtheseaffecttheneedforspace,locationorphysicalaccommodations.

Stateandnationalstructuralbuildingrequirements: Neither Farrell Hall nor the L&L Building meet the following code and other infrastructure requirements:

Accessibilityrequirementsforpeoplewithdisabilities:• Federal Fair Housing Act (42 U.S.C. 3604 et. seq.) • Washington State Law Against Discrimination (RCW 49.60.222)• Washington State Building Code (WAC 52-50)• Americans with Disabilities Act of 1990 (2 U.S.C. Part B) • Section 504 of the Rehabilitation Act of 1973 (29 U.S.C. 794)

Greenbuildingrequirements:• RCW 19.27 A.210, State Energy Standards for Clean Buildings, goes into effect in fall 2020. Energy use intensity

targets are reflected in the 2018 Edition of the Washington State Energy Code, Chapter 51-11C WAC.• Executive Order 20-01: State Efficiency and Environmental Performance mandates high-performance buildings for

reduction of greenhouse gases, reduction of pollutants from fossil fuels and use of clean energy when technically feasible.

• CWU Policy 2-50-020 supports the educational mission of the university, since the educational process is dependent upon a controlled environment, which utilizes energy. It is structured to provide adequate environmental quality while minimizing expenditures of energy.

Infrastructurerequirements:• ASHRAE Standard 55 – Thermal Comfort• ASHRAE Standard 62 – Ventilation• CWU Facility Design Guidelines and Construction Standards• Illuminating Engineers Society of North America (IESNA)• International Building Code (IBC)• International Mechanical Code• Local Codes and Ordinances• National Electric Code (NFPA 70)

FireProtectionRequirements:• National Fire Protection Association (NFPA) Section 13 • International Fire Code (IFC)• Regulations of the State Fire Marshall

Pedagogicalrequirementsinthe21stCenturydifferdramaticallyfromthoseofhalfacenturyago, when Farrell and L&L were built. At that time, professors typically stood before a stationary group of people and lectured. The educational aids available to students were limited to textbooks.

Today, Humanities is an inquiry and team-based pursuit. Students work with tablets, lap-tops, and smart phones, in addition to textbooks. Rather than a lecture-focused delivery, classes center on students’ exploration of the subject matter. They ask questions and share ideas in teams. In old buildings, the design of the learning space places the focal point at the head of the room where the professor lectured. Modern classrooms are designed to be configured in multiple ways to support the flexible way students work – without an assigned focal point. Through the use of mobile and modular furniture, teaching spaces can be adaptable as needs dictate.



Informationtechnologyandcomputationalrequirementshaveexpandeddramatically. CWU’s Humanities have shifted from a traditional, text-based curriculum, to Digital Humanities, which uses information technology as a central part of its methodology for creating and/or processing data. Digital Humanities employs technology in the pursuit of humanities research and subjects technology to humanistic questioning and interrogation, often simultaneously. The University of Oxford describes Digital Humanities this way: “It involves collaborative, transdisciplinary, and computationally engagedresearch,teaching,andpublishing.Itbringsdigitaltoolsandmethodstothestudyofthehumanitieswiththerecognitionthattheprintedwordisnolongerthemainmediumforknowledgeproductionanddistribution.”

The top four employers of CWU Humanities graduates are Boeing, Amazon, Washington Public Schools, and Microsoft, in that order. Graduates work in a variety of fields, from helping to guide resolution of ethical questions in digital advertising and communications, to analytical modeling and assessment. In order to be employment-ready, CWU graduates need modern facilities in which they can hone the analytical and technological skills necessary to be effective.

Unfortunately, technical resources in many Farrell and L&L classrooms includes a single electrical outlet. Modern spaces must accommodate everything from Chromebooks to iPads, flatscreen TVs to VR gadgets and 3D printers. Each of these features supports and accelerates what is happening in the classroom.

Even some traditional space requirements cannot be accommodated in the old buildings. Classrooms in these old buildings were configured for 25 students, but the high-demand, general-education courses are required to accommodate as many as twice that number. No classrooms in L&L or Farrell can accommodate double sections, which instead must move to other facilities, limiting access to space for other programs.

Academic program requirements, which address the current unmet functional and programmatic needs and which will accommodate anticipated future academic program growth, are identified in attached Appendix F, Prospectus for Humanities and Social Sciences.

2.3 Explaintheconnectionbetweentheagency’smission,goals,andobjectives;statutoryrequirements;andtheproblem,opportunity,orprogramrequirements.

The mission of CWU is to prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression in the public interest; and to serve as a resource to the region and the state through effective stewardship of university resources. The project supports this mission by providing modern space in which students can prepare to be effective in the workplace. The project supports Digital Humanities research and scholarship, which has application in leading Washington technology industries.

This proposed academic facility supports five core themes of the strategic plan: Teaching and Learning, Inclusivity and Diversity, Scholarship and Creative Expression, Public Service and Community Engagement, and Resource Development and Stewardship. The facility provides space accessible to disabled students, while promoting new and exciting approaches to inquiry- and team-based teaching and learning. The Digital Humanities this facility supports promotes research in the public interest by focusing on relevant, local societal issues (e.g. How will physicians decide which COVID-19 victim has access to the last ventilator?), rather than abstract, even archaic problems (e.g. What is the meaning of death?).

A new building that meets safety, green-building, statutory, and code requirements promotes both efficient and responsible facility stewardship, while providing students healthful learning spaces.

Finally, the new facility enhances CWU’s commitment to stewardship. It would allow the university to invest precious Minor Works funding into facilities where the investment demonstrably preserves and enhances functionality, rather than pouring money into facilities that continue to decline, regardless of the investment.



2.4 Describeingeneraltermswhatisneededtosolvetheproblem.

Central Washington University desperately needs to retire Farrell Hall and L&L in order to promote health and safety, to promote the wise use of public funds (Minor Works), and to support modern education. Last year, L&L experienced a costly elevator failure. Farrell Hall’s foundation is sinking and the building will soon suffer catastrophic structural damage. The old flat roof design poses a major threat of failure and significant water damage. The sooner these buildings can be demolished and a replacement building constructed, more money will be saved, risk will be reduced, and the academic experience will be enhanced.

The intent of the design solution is to create a flexible and engaging learning environment with functional space that supports 21st century, inquiry-based teaching and learning, including comprehensive technology applications. The goal is to provide an engaging educational environment that encourages students and produces employment-ready graduates, prepared for enlightened, responsible, and productive lives. The project aims to achieve this by providing effective and safe learning environments; consolidating fragmented programs; accommodating growth of existing and new academic programs; addressing known facilities problems; and providing sustainable, space, and energy efficient solutions.

2.5 Includeanyrelevanthistoryoftheproject,includingpreviouspredesignsorcapitalbudgetfundingrequeststhatdidnotgoforwardtodesignorconstruction.

Farrell Hall and L&L are about half a century old (43 and 50 years respectively) and are generally in their original states, other than a variety of repairs that have been made over the years. Neither has been renovated for improved functionality and possess 1970s-era infrastructure at the end of its functional life.

Previousstatecapitalfundingrequestedbut not funded for Humanities projects included the following:

• BrooksLibrary:renovation projects for Brooks Library in 2011-2013, 2013-2015, and 2017-2019 Biennia.

• FarrellHall:in the 2017-2019 Biennium, a self-funded Predesign Study for a renovation and addition for Farrell Hallwas submitted and design funding was requested.

• LanguageandLiteratureBuilding: In 2009 CWU requested $250,000 for pre-design of a facility to accommodategrowth in the College of Arts and Humanities.


3.1 Describeallalternativesconsidered.

For the new Humanities and Social Sciences facility, the predesign team considered six potential sites and analyzed, in further detail, two alternate options to determine the preferred solution for both the departmental-specific and shared program needs. Two other options were considered including a ‘No Action’ option and an alternative which only considered renovation/addition to existing campus facilities. A Life Cycle Cost Analysis (LCCA) which incorporated initial capital costs, energy costs, maintenance costs and expected component service life of the options was developed to determine the 50-year net present value of each alternative. The four options studied:

AlternateNo.1NoActionThis option was rejected because Farrell Hall and L&L are rapidly deteriorating and maintenance is becoming increasingly expensive. The buildings are out of compliance with modern codes, especially ADA, and are at the end of their useful lives and must be replaced. Furthermore, the existing buildings are grossly inadequate to accommodate instructional requirements for technology and space to meet the growing demand. Taking no action would have a negative impact on the success of these programs. Further consequences would be:

• Conditions of the existing facilities supporting these programs will continue to decline at great annual expense.• Curricular goals of these programs will be increasingly difficult to achieve.• The operation and maintenance cost of keeping the existing facilities operating will continue to increase.• Risk of catastrophic building failures pose great monetary liability as well as for the safety of occupants.• The instructional environment of the existing curricular spaces will become increasingly inadequate.• Faculty and staff efficiency will continue to be a challenge.

AlternateNo.2NewFacilityatNortheastofBrooksLibrarySite(PreferredOption)Alternate No. 2 proposes locating a new, 90,600 SF facility at the north side of the Central Neighborhood on campus – directly adjacent to the East side of Brooks Library and extending to the north toward East Dean Nicholson Blvd. This configuration includes a physical connection to Brooks Library via an above-grade bridging element and approx. 24,000 SF of new addition to the library, as well as, approx. 5,000 SF of renovated space within the existing building. Development of this option, with the demolition of the Language & Literature and Farrell Buildings, makes good use of available space on campus and facilitates the possibility to develop a ‘Central Park’ open green in the heart of the Central Neighborhood. The preferred site to the northeast of Brooks Library places the new building in a highly visible central location with excellent access to existing pedestrian traffic and a prominent presence along East Dean Nicholson Blvd. This configuration creates a strong connection to Brooks Library and supports the goal of creating a Humanities and Social Sciences Center on campus, fostering increased student activity and inter-departmental interaction.

AlternateNo.3NewFacilityatFarrellHallSiteAlternate No. 3 considered locating a new, 119,900 SF facility at the Northwest corner of the Central Neighborhood area of the campus – directly adjacent to the West side of Brooks Library and extending to the North. This option would necessitate a phased construction to transfer the curricular capacity of the existing building to a portion of the new facility.

This configuration would occupy the under-developed open space Northwest of Brooks Library. It preserves the option to develop the ‘Central Park’ campus amenity. A new building placed here would help anchor the NW corner of the Central Neighborhood and provide a ‘gateway’ to the central campus at the corner of two major campus vehicular arterials – Wildcat Way and Dean Nicholson Blvd. This option also supports the goal of creating a Humanities and Social Sciences Center on Campus with its close association to Brooks Library. This option was rejected because it does not occupy a central location on campus and is to far to the edge of the Central Neighborhood. Pedestrian access would be less direct from much of the campus and the building would be somewhat hidden behind Brooks Library.

AlternateNo.4RenovateandexpandFarrellHallandL&LtoextendtheirusefullivesThis option was rejected based on a cost-benefit analysis. The cost of restoring both Farrell Hall and L&L would be approximately $80 million, which is much greater than the anticipated cost of the Humanities and Social Sciences project. This option would also present a higher cost per square foot and the result would be less functionality due to the archaic structural

SECTION 3.0: ANALYSIS OF ALTERNATIVES


3 | ANALYSIS OF ALTERNATIVES

designs of the facilities. Because the buildings’ structural walls are constructed of masonry, options for how to reconfigure various rooms and labs would be limited as they would need to conform to the unmovable structural components. This option would cost more and would result in a less desirable outcome.

3.2 CostEstimatesforeachalternative.

Cost estimates were performed for the two viable design options, in order to gauge overall construction costs for each option. These estimates include the demolition of existing buildings associated with each proposed site, construction of the new Humanities and Social Sciences building, renovations of existing facilities as applicable, and necessary site work.

These estimates were generated under the same general assumptions, including project delivery type, and includes a contingency of 5%. Construction materials were also assumed; the same assumed materials were used for both design alternates. These estimates may be affected by modifications to the scope of work, special phasing requirements, restrictive technical specifications or excessive contract conditions, non-competitive bid situations, delayed bids or extensive schedule impacts. Detailed Cost Estimate reports for both design options are available in Appendix B - Project Budget Unit Cost Detail.

OverallSummaryConstructionCosts-AlternateDesignOptionNo.2,NortheastofBrooksLibrarySite(Preferred)Item Construction Gross Area $/SF $Humanities and Social Sciences Building New 90,580 SF 421.69 38,196,783Brooks Remodel Renovation 5,000 SF 135.24 676,218Brooks Addition at North Site New 24,098 SF 416.90 10,046,364Site Work Site 3,303,909Demolition & HAZMAT (L & L Building + Farrell) Demolition 1,910,564Off-site Improvements Site 794,777TotalConstructionCostforBuilding&SiteWork 54,928,615

OverallSummaryConstructionCosts-DesignAlternateNo.3,FarrellHallSiteItem Construction Gross Area $/SF $Humanities and Social Sciences Building New 119,890 SF 421.69 50,556,550Site Work Site 4,183,813Demolition & HAZMAT (L & L Building + Farrell) Demolition 1,910,564Off-site Improvements Site 794,777TotalConstructionCostforBuilding&SiteWork 57,445,704

LifeCycleCostAnalysis:OFMCostModelAlternatives 2, 3, and 4 were analyzed using OFM’s Life Cycle Cost Model. The No Action alternative (No. 1) was not analyzed as this solution does not meet the long term needs of the University. Alternative No. 2 is the most cost-effective option for both initial costs and 50-year cost of ownership, which includes initial costs and costs such as operations that includes maintenance, utilities, and energy.

Alternative No. 2 (preferred) (NE Brooks Library Expansion) reduces the campus’ inventory of buildings by 5,000 square feet by renovating 5,000 square feet of Brooks Library in lieu of new construction. This option also removes Farrell Hall and L&L. While this option increases the aggregate building area by 37% over Farrell and L&L buildings, the new construction will result in a net 31% decrease in energy over current energy costs. The greater savings that is NOT calculated in the Life Cycle Cost Model is the savings that will be achieved due to continual work orders and deferred maintenance in Farrell Hall and L&L created by 30 years of deferred building upgrades. If Farrell and L&L are anticipated to remain in service, a minimum $24,000,000 should be anticipated for modernization in these facilities due to deferred maintenance.



Alternative No. 3 (Farrell Hall Site) is similar to Alternative No. 2 in many respects but locates the building in an alternate location, does not involve any renovation of Brooks Library resulting in a slightly larger new building,g and has more complicated site utilities. This alternative also shares the same operational savings of Alternative #2 by removal of Farrell and L&L buildings.

Alternative No. 4 (Renovation and Expansion of Farrell and L&L) is the least cost effective financially. This alternative was studied in prior pre-design reports and costs were escalated to current construction costs.

The following is a summary of the LCCA results, more detail can be found in the full reports, attached in Appendix E.

Design Alternative Estimated Cost 50 Year Net Present ValueNo. 1, No Action - -No. 2, Northeast Brooks Library Site $62,866,489 $237,011,099No. 3, Farrell Hall Site $65,120,860 $246,711,137No. 4, Renovate L&L + Farrell Halls $ 80,000,002 $281,548,756

3.3 ScheduleEstimatesforeachalternative.

All alternates have the same anticipated schedule, which is as follows:

J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

HSS Predesign Jun-20 Jul-20

Schematic Design (SD) Sep-21 Jan-22

SD Review/Approval Jan-22 Feb-22

Design Development (DD) Feb-22 Jun-22

DD Review/Approval Jun-22 Jul-22

Construction Documents (CD) Jul-22 Jan-23

CD Review/Approval Jan-23 Feb-23

Building Permit Feb-23 May-23

Bidding Jun-23 Jul-23

Construction Sep-23 Jun-25

Construction Mid-Point Jul-24

Construction Close-Out Jun-25 Aug-25

FFE Install Jun-25 Aug-25

Move-In Faculty & Staff Jul-25 Aug-25

Classes Begin in HSS Sep-25

2022 2023 2024 2025Project Task

Start Date

End Date

2020 2021

3.4 PotentialMechanicalandElectricalissuesforeachalternative.

PotentialMechanical/ElectricalissueswithAlternateDesignOptionNo.2,NortheastofBrooksLibrarySite(Preferred)Mechanical:

• A concrete steam utility trench with an accessible lid traverses the east end of the site in the north south direction near Randall hall and the southside of the site near L&L. It is suggested that the utility trench and valve vault serving L&L on the south side of the site be reused and extended to the new building. Depending upon the location of the mechanical room, the trench extension could be within 90 feet of the new building although piping in the trench may need to be replaced to meet demand of the building.



• The northeast corner of the site has a convergence of chilled water campus piping that feeds 5 different directions on campus. One feed that runs through this site services L&L which will be removed when L&L is demolished. Depending upon the final location of the building footprint, the remaining 4 feeds may need to be relocated but this piping is typically PVC or High Density Polypropylene (although up to 16” in size) and not as expensive to relocate as steel piping and concrete utilidors.

• When Farrell Hall is removed, Brooks Library will require new steam and chilled water feeds from the campus steam and chilled water network as currently Brooks Library steam and chilled water utilities are fed from Farrell Hall.

• A City of Ellensburg gas line crosses the south side of the site as part of a looped distribution system. If this is a critical part of the city system, it will need to be relocated.

• Sewer exists on the south and east edges of the site. • Water exists on the east edge of the site.

Electrical:• Power: A concrete encased electrical utility duct bank routes through the site near the northeast corner of the

existing Brooks Library. This duct bank contains campus owned electrical distribution cabling that is currently in service. The design of the Brooks Library expansion should consider the location of the existing duct banks and protect them in place to the extent possible. The existing Brooks Library service appears to have spare electrical capacity to support the building expansion. The demolition of L&L will provide an available electrical service connection point for the new building, which is planned to be located North of the existing campus owned electrical distribution duct banks. The new building would be fed from existing medium voltage line switch LSB2 via existing and new duct banks. A new 480V transformer will be provided at the new building for electrical service. Emergency power will be provided via battery systems, such as a central lighting inverter for egress and exit lighting.

• Communications: A concrete encased electrical utility duct bank routes through the site near the northeast corner of the existing Brooks Library. This duct bank contains campus owned communications cabling that is currently in service. The design of the Brooks Library expansion should consider the location of the existing duct banks and protect them in place to the extent possible. It is anticipated that new communications service cabling would be provided to the new building from the existing MDF room in basement of the Brooks Library via existing and new duct banks.

PotentialMechanical/ElectricalissueswithAlternateDesignOptionNo.3,FarrellHallSiteMechanical:

• A concrete steam utility trench exists on the west side of the site and is in close proximity for connection to the new building.

• Chilled water exists on the west side of the site and is in close proximity for connection to the new building.• When Farrell Hall is removed, Brooks Library will require new steam and chilled water feeds from the campus

steam and chilled water network as currently Brooks Library steam and chilled water utilities are fed from Farrell Hall.

• A City of Ellensburg gas line crosses the south and east side of the site as part of a looped distribution system. If this is a critical part of the city system, it will need to be relocated.

• Sewer exists on the west edge of the site. • Water exists on the northeast edge of the site.

Electrical:• Power: A concrete encased electrical utility duct bank routes through the site near the west side of the existing

Brooks Library. This duct bank contains campus owned electrical distribution cabling that is currently in service. The planned location of the new building should consider the location of the existing duct banks, but relocation of the existing communication and electrical duct banks is expected. Existing Farrell Hall is fed from the existing main switchboard in the basement of existing Brooks Library. The demolition of Farrell Hall will reduce the load on the existing Brooks Library service. An existing space is available on the incoming side of existing medium voltage line switch LSB1, which is in the basement of the existing Brooks Library. A new medium voltage service will be extended from the incoming side of LSB1 to the new building service yard via existing and new duct banks. A new medium voltage line switch and 480V transformer will be provided at the new building for electrical service.



Emergency power will be provided via battery systems, such as a central lighting inverter for egress and exit lighting.

• Communications: A concrete encased electrical utility duct bank routes through the site near the west side ofthe existing Brooks Library. This duct bank contains campus owned communications cabling that is currently inservice. The planned location of the new building should consider the location of the existing duct banks, butrelocation of the existing communication duct banks is expected. It is anticipated that new communicationsservice cabling would be provided to the new building from the existing MDF room in the Brooks Library viaexisting and new duct banks.

PotentialMechanical/ElectricalissueswithAlternateDesignOptionNo.4,RenovateL&L+FarrellHallsMechanical and Electrical: Utilities are currently present at both Farrell and L&L. As these buildings are expanded, new utility services from the existing campus utility infrastructure should be anticipated at both buildings.


4.1 ProgramAnalysis.(NatureofSpace).

AssumptionsThrough the planning and programming process, the design team considered the requirements written in the project prospectus, the developmental guidelines outlined in the current CWU Masterplan, input and priorities from the University leadership and administration, and the physical constraints and opportunities afforded by the existing campus buildings, utilities and landscaping. From this analysis, several assumptions were drawn to guide the projects development including program, budget and schedule. These assumptions include:

• The project needs to create a flexible and engaging learning environment with functional space conducive for personalized mentorship.

• The building should support an inclusive, diverse and cross-disciplinary curriculum.• The building needs to provide opportunities for research, creative activities and service outside the classroom;

and participation in a lively and stimulating community. • The project should foster rewarding personal lives, productive careers, and a collective commitment to globally

informed civic values. • The project needs to provide energy efficient solutions for a sustainable facility.• The building should be centrally located within the Campus Center Neighborhood proximate to Brooks Library.• The project needs to provide an equitable, accessible and safe facility for all users.

VisionThe design team conducted planning workshops with the deans of the Colleges of Arts and Humanities and the College of the Sciences, the library dean, and Capital Planning administrators to discuss the goals for the project. Through these exercises, several common guiding principles were determined:

• The project should be focused on student needs• A project goal is to consolidate fragmented departments and programs.• The building should provide flexible spaces for inter-departmental use.• The new building should instill pride and reflect the Universities (CWU’s) values.• The facility should be innovative and support current and future technology.• The new building should have a contemporary aesthetic which expresses an active space but which is also

respectful of the existing campus context.• The new building should promote collaborative interaction.• The new building needs to provide a healthy, sustainable learning environment.

SECTION 4.0: DETAILED ANALYSIS OF PREFERRED ALTERNATIVE


4 | DETAILED ANALYSIS OF PREFERRED ALTERNATIVE

FunctionalAreaPrioritizationChart

PREDESIGN WORKSHOP #1FUNCTIONAL AREA PRIORITIZATION - RESULTS

3

Votes per person (# HIGH, # LOW): 9 Target vote count: 27

Number of votes: 27 27

Multiplier for weighted ranking: 25 10 1

No FUNCTIONAL AREA PRIORITIZATION HIGH MEDIUM LOW WEIGHT RANK DESCRIPTION

12 Mock Courtroom 3 0 75 1 12. Mock Courtroom

13 200 Seat Lecture Hall - Auditorium Seating (1) 3 0 75 1 13. 200 Seat Lecture Hall - Auditorium Seating (1)

15 50-60 Seat Classrooms (11 Total) 3 0 75 1 15. 50-60 Seat Classrooms (11 Total)

25 Student Collaboration Areas 3 0 75 1 25. Student Collaboration Areas

28 Model United Nations 3 0 75 1 28. Model United Nations

14 80-100 Seat Lecture Hall - Auditorium Seating (2 Total) 2 1 60 2 14. 80-100 Seat Lecture Hall - Auditorium Seating (2 Total)

26 Ethics Lab 2 1 60 2 26. Ethics Lab

16 30-42 Seat Classrooms (16 Total) 2 0 1 51 3 16. 30-42 Seat Classrooms (16 Total)

18 Conference Room / Seminar Room 1 2 45 4 18. Conference Room / Seminar Room

19 30 Seat D.E. Classroom & Support Room 1 2 45 4 19. 30 Seat D.E. Classroom & Support Room

6 Acoustical Phonetics Lab 1 1 1 36 5 6. Acoustical Phonetics Lab

5 Faculty Offices 1 1 1 36 5 5. Faculty Offices

21 General Computer Lab 1 1 1 36 5 21. General Computer Lab

1 Reception/Lobby 3 30 6 1. Reception/Lobby

7 Language Lab 3 30 6 7. Language Lab

9 Administrative Offices 3 30 6 9. Administrative Offices

22 Mothers Room 3 30 6 22. Mothers Room

27 Counseling Offices (Academic Advisors within Departments) 1 0 2 27 7 27. Counseling Offices (Academic Advisors within Departments)

2 Workrooms 2 1 21 8 2. Workrooms

3 Adjunct Offices 2 1 21 8 3. Adjunct Offices

20 Meeting Rooms 2 1 21 8 20. Meeting Rooms

11 Student Club Offices 1 2 12 9 11. Student Club Offices

23 Display Areas 1 2 12 9 23. Display Areas

24 Faculty/Staff Lounge 1 2 12 9 24. Faculty/Staff Lounge

4 Graduate TA Offices 0 3 3 10 4. Graduate TA Offices

8 File Rooms 0 3 3 10 8. File Rooms

10 Reading Rooms (2 Total) 0 3 3 10 10. Reading Rooms (2 Total)

17 Storage Rooms 0 3 3 10 17. Storage Rooms

SUBTOTAL 27 27 1002

Number of people voting:

UPDATE: 6/26/2020

CriteriaPrioritizationChart

PREDESIGN WORKSHOP #1CRITERIA PRIORITIZATION - RESULTS

3

Votes per person (# HIGH, # LOW): 10 Target vote count: 30

Number of votes: 30 30

Multiplier for weighted ranking: 25 10 1

No CRITERIA PRIORITIZATION HIGH MEDIUM LOW WEIGHT RANK DESCRIPTION

3 Oriented to Student Needs 3 0 75 1 3. Oriented to Student Needs

4 Flexible Space 3 0 75 1 4. Flexible Space

8 Reflect Diversity 3 0 75 1 8. Reflect Diversity

9 Instill Pride 3 0 75 1 9. Instill Pride

19 Collaborative Environment 3 0 75 1 19. Collaborative Environment

28 Innovative 3 0 75 1 28. Innovative

13 Natural Light 2 1 60 2 13. Natural Light

27 Interdisciplinary Functionality 2 1 60 2 27. Interdisciplinary Functionality

29 Improve aesthetics of existing architecture 2 1 60 2 29. Improve aesthetics of existing architecture

1 Multi-media/Distance Learning 2 0 1 51 3 1. Multi-media/Distance Learning

12 Welcoming 1 2 45 4 12. Welcoming

14 Identifiable Main Entrance 1 2 45 4 14. Identifiable Main Entrance

26 Inclusive 1 2 45 4 26. Inclusive

6 Sustainability 3 30 5 6. Sustainability

15 Security 3 30 5 15. Security

18 Cultural Connection 3 30 5 18. Cultural Connection

20 Open Interior Spaces 3 30 5 20. Open Interior Spaces

10 Connection to the Community 1 0 2 27 6 10. Connection to the Community

22 Connection to Outdoors 2 1 21 7 22. Connection to Outdoors

11 Recognizable as a Place for Learning 1 2 12 8 11. Recognizable as a Place for Learning

16 Clear Wayfinding 1 2 12 8 16. Clear Wayfinding

21 Support Traditional Library Function 1 2 12 8 21. Support Traditional Library Function

7 Alignment with CWU Capital Master Plan 1 2 12 8 7. Alignment with CWU Capital Master Plan

2 Honor Context and Campus Architecture 0 3 3 9 2. Honor Context and Campus Architecture

5 Showcase University Identity 0 3 3 9 5. Showcase University Identity

17 Connection to the Science Neighborhood 0 3 3 9 17. Connection to the Science Neighborhood

23 Contemporary Aesthetic 0 3 3 9 23. Contemporary Aesthetic

24 Retain Parking Count 0 3 3 9 24. Retain Parking Count

25 Preserve 'International Path' 0 3 3 9 25. Preserve 'International Path'

SUBTOTAL 30 30 1050

Number of people voting:

UPDATE: 6/26/2020



ExistingFacilitiesThe departments that make up the Colleges of Arts & Humanities and the College of the Sciences are housed primarily in Farrell Hall and the Language and Literature Building (L&L) with some staff and administrative offices located in other buildings and some lecture functions assigned to general classrooms. The programs are not consolidated and there is little opportunity for inter-departmental sharing of facilities or collaboration.

ExistingInteriorOfficeSpaceatFarrellHall ExistingClassroomatLanguageandLiteratureHall

The existing buildings— Farrell Hall and L&L—are both nearly 50 years old and no longer meet the requirements for modern and effective teaching and learning. The building systems in each have reached their end-of-life and require major upgrades or replacement. The buildings are energy inefficient and represent a burden on the university to continue to operate and maintain. The teaching and administrative spaces are small by current needs and do not support new technological infrastructure. The buildings do not meet current accessibility codes and the configuration of their floorplans inhibit flexible use as stated in the project prospectus. The conditions of the existing facilities are coded within the State Facility Inventory System. Their building condition summaries conducted in 2020 are as follows:

Brooks LibraryCondition Index 0.12Relative Condition Score 3Weighted Avg Condition Score 2.6

Farrell HallCondition Index 0.12Relative Condition Score 3Weighted Avg Condition Score 2.9

Language and Literature (L&L) HallCondition Index 0.15Relative Condition Score 3Weighted Avg Condition Score 2.9

Existing floor plans with program labels are located in Section 6, Project Diagrams and Drawings.



4.2 Spaceneedsassessment.The Prospectus for the Humanities and Social Sciences Complex (Appendix F) identifies current unmet functional space needs that are required to support academic programs and accommodate expected future program activity levels. The Prospectus for Humanities and Social Sciences Complex is based on Facilities Evaluation and Planning Guidelines (FEPG).

ProjectedSpaceNeedsSummaryInstructional SpacesSpace Total No. Req’d NSF GSFDepartment Labs, Meeting Rooms, Support Rooms 8 3,600

60% efficiency

ratio

Multi-media Lecture Room- Auditorium Seating (80-200 Seats) 3 6,300 Multi-media Classrooms (30-60 Seats) 28 26,450 Conference / Seminar 8 2,950 Total 47 39,300 65,500

Office, Student, and Support SpacesSpace Total No. Req’d NSF GSFOffices 206 25,275

60% efficiency

ratio

Files/Instructional Storage 11 1,760 Reception/Secretarial 12 3,500 Workroom/Office Service/Faculty/Staff Lounge/Mothers Room 11 2,130 Total 240 32,665 54,442

The space requirements for the Humanities and Social Sciences programs have been well considered. The Colleges of Arts and Humanities and Social Sciences must provide a high-quality teaching and learning environment while accommodating a growing enrollment. The goal of transformational education requires innovative and flexible educational spaces which support emerging technology and encourage interaction, teamwork and problem solving.

Table - Central Washington University, Projected Space NeedsDepartment Space No. Req’d Space (sq.ft.)English: Acoustical Phonetics Lab 1 150D.E Classroom: D.E. Support Room 1 200Law and Justice: Department Lab (Mock Courtroom) 1 800Support/Shared Spaces: General Computer Lab (24 card hour access) 1 800Support/Shared Spaces: General Scheduled Meeting Room (24 hour card access) 1 350World Languages: Language Lab 1 800Political Science: Reading Room 1 250Law and Justice: Reading Room 1 250

DepartmentLabs,MeetingRooms,SupportRooms 8 3600

General Classrooms: 100 Seat Multi-media Lecture Room -Auditorium Seating 1 1700General Classrooms: 200 Seat Multi-media Lecture Room/ Film Studies Theater

-Auditorium Seating1 3200

General Classrooms: 80 Seat Multi-media Lecture Room- Auditorium Seating 1 1400Multi-mediaLectureRoom-AuditoriumSeating(80-200Seats)

3 6300



D.E Classroom: 30 Seat D.E. Room 1 700General Classrooms: 30 Seat Multi-media Classroom 6 3900General Classrooms: 42 Seat Multi-media Classroom 10 9000General Classrooms: 50 Seat Multi-media Classroom 8 8800General Classrooms: 60 Seat Multi-media Classroom 3 4050

Multi-mediaClassrooms(30-60Seats) 28 26450

CAH Dean: Conference Room 1 500English: Conference/Seminar 1 450World Languages: Conference/Seminar 1 350History: Conference/Seminar 1 350Philosophy: Conference/Seminar 1 350Law and Justice: Multi-media conference room 1 300Sociology: Multi-media conference room 1 350English: Seminar 1 300

Conference/Seminar 8 2950

English: Academic Counselor 1 140History: Academic Counselor 1 140Political Science: Academic Counselor 1 140Law and Justice: Academic Counselor 1 140Sociology: Academic Counselor 1 140Philosophy: Adjunct Office Space 4 300English: Adjunct Offices 15 1125World Languages: Adjunct Offices 4 300History: Adjunct Offices 4 300Political Science: Adjunct Offices (shared) 5 700Law and Justice: Adjunct Offices (shared) 5 700Sociology: Adjunct Offices (shared) 5 700CAH Dean: Administrative Assistant 1 140CAH Dean: Associate Deans 2 300CAH Dean: Dean 1 225CAH Dean: Development 1 140English: Department Chair 1 175History: Department Chair 1 175Philosophy: Department Chair 1 175Political Science: Department Chair 1 175Law and Justice: Department Chair 1 175Sociology: Department Chair 1 175World Languages: Department Chair 1 175Political Science: Emeritus Faculty (shared) 1 140Law and Justice: Emeritus Faculty (shared) 1 140Sociology: Emeritus Faculty (shared) 1 140

Department Space No. Req’d Space (sq.ft.)



Law and Justice: Faculty Office 12 1680Sociology: Faculty Office 14 1960English: Faculty Offices 24 3360World Languages: Faculty Offices 15 2100History: Faculty Offices 12 1680Philosophy: Faculty Offices 10 1400Political Science: Faculty Offices 12 1680English: Graduate/TA Offices 20 1500History: Graduate/TA Offices 12 900English: Shared Emeritus Office 1 150World Languages: Shared Emeritus Office 1 140History: Shared Emeritus Office 1 140Philosophy: Shared Emeritus Office 1 140CAH Dean: Staff Offices 6 750Political Science: Student Club Office 1 140Law and Justice: Student Club Office 1 140Sociology: Student Club Office 1 140

Offices 206 25275

CAH Dean: Files 1 140Political Science: Files 1 140Law and Justice: Files 1 140Sociology: Files 1 140English: Files/ Instructional Storage 1 200World Languages: Files/ Instructional Storage 1 200History: Files/Instructional Storage 1 200Philosophy: Files/Instructional Storage 1 200CAH Dean: Storage 1 150Political Science: Storage 1 150Support/Shared Spaces: Storage 1 100

Files/InstructionalStorage 11 1760

CAH Dean: Reception 1 350Political Science: Reception 1 350Law and Justice: Reception 1 350Sociology: Reception 1 350English: Reception/Secretarial 1 450World Languages: Reception/Secretarial 1 350History: Reception/Secretarial 1 350Philosophy: Reception/Secretarial 1 350CAH Dean: Secretarial/Student Assistant 1 150Political Science: Secretarial/Student Assistant 1 150Law and Justice: Secretarial/Student Assistant 1 150




Sociology: Secretarial/Student Assistant 1 150Reception/Secretarial 12 3500

CAH Dean: Workroom/Office Service 1 140English: Workroom/Office Service 1 300World Languages: Workroom/Office Service 1 250History: Workroom/Office Service 1 250Philosophy: Workroom/Office Service 1 250Political Science: Workroom/Office Service 1 140Law and Justice: Workroom/Office Service 1 140Sociology: Workroom/Office Service 1 140Support/Shared Spaces: Faculty/Staff Lounge 1 400Support/Shared Spaces: Mothers Room 1 120Support/Shared Spaces: Display Areas (In public circulation space) 1 -

Workroom/OfficeService/Faculty/StaffLounge/MothersRoom

11 2130

4.3 Occupancynumbers.

The following matrix shows enrollment data collected for the departments in the Colleges of Arts & Humanities and Social Sciences from the 2018-19 academic year. The numbers include students pursuing degrees as their Major or Minor or as part of multiple degrees.

Department Major Minor Multiple TotalEnglish 210 29 24 263

World Languages 80 168 61 309

History 139 11 24 174Philosophy 34 117 28 179Political Science 62 13 18 93Law and Justice 404 75 99 578Sociology 266 143 88 497Total Enrollment 1,195 556 342 2,093

4.4 Basicconfigurationofthebuilding.

The Preferred Alternative proposes a new four-story, 90,600 SF building located directly adjacent to the east side of Brooks Library and extending north toward East Dean Nicholson Blvd. This configuration includes a 24,000 SF addition to Brooks Library and approx. 5,000 SF of renovated space within the existing library building. The first three floors of the proposed facility will be approx. 34,700 SF each with a fourth level of approx. 11,800 SF. The first two floors will house lecture rooms and public spaces placing these high-use areas in the most accessible configuration. Specialty classrooms and student support areas would be located on the second and third floors with a connection to Brooks Library possibly located on the third floor. Administrative and office spaces are planned for the top two levels. The 24,000 SF addition and 5,000 SF renovation to Brooks Library will focus primarily on student support and collaborative areas and would include specialty labs intended for inter-departmental use.




4.5 SiteAnalysis

PotentialSitesThe Humanities and Social Sciences Complex is located in Ellensburg, fully within the state/CWU property. Potential sites are situated within the northwestern section of the Central Neighborhood. Boundaries are defined by East Dean Nicholson Boulevard to the north, Moore Hall and Anderson Hall to the east, the Ellensburg Water Company irrigation canal to the south, and Wildcat Way to the west. Existing structures within this area include Farrell Hall, Brooks Library, Language & Literature, International Center, and Randall Hall. Other site features include parking, mature trees and the International Flag Pavilion.

Aerialmap

Sitemap



4.5.1 Site Evaluation - Physical Issues

SolarorientationThe primary obstacle to achieving optimal solar orientation on this site are the existing, four-story Language and Literature, Brooks Library and Farrell Hall buildings. Existing, mature deciduous trees are available to provide shade in the summer, and allow for sun to pass through bare branches in the winter. The preferred option should utilize the existing mature trees and avoid a location in the shadow of an existing structure.

WindorientationStrong, prevailing winds are out of the northwest. Wind should be utilized to provide natural ventilation, and the preferred alternative should provide shelter from at least one primary point of entry from wind.

WaterrightsandwateravailabilityWater Supply: Separate fire and domestic water services will likely be provided to the building from the 12-inch City of Ellensburg system water line on the north side of the site, which has a static pressure in this area of approximately 62 psi. A double check valve assembly and vault along with a post indicator valve will be required for the fire sprinkler service. A fire department connection will be provided on site, near the west central portion of the building adjacent to the mechanical room.Water Meter: A building water meter will be provided to measure the domestic water use in the new building for thepurpose of reporting trends in building systems consumption required by WA State law.

Sunpathdiagramandwinddirection



StormwaterrequirementsStormwater Treatment and Disposal: The university’s stormwater system drains to the City of Ellensburg’s street storm system, and Farrell Hall will conform to the City’s development manual, which specifies stormwater design standards. Stormwater that runs off the vehicular service drive will be treated by a water quality treatment facility. Pretreatment of stormwater runoff from the proposed thermoplastic membrane roofing system is not required.

Stormwater Detention System: The soils on the CWU campus are typically not suitable for infiltration as the sole source of stormwater disposal. Stormwater runoff, from the roof and excess from the site, as well as the foundation drainage system, will be captured in storage system for discharge to the City stormwater system. This storage system will be comprised of a concrete vault, larger diameter pipes, or a surface pond if adequate site area is available.

Ownershipofthesite,easements,setbacksandanyacquisitionissuesThere are no acquisition issues or needs.Easements & Setbacks: The site is located fully within state/CWU property. There are no neighborhood issues directly on the site, which is bounded by a parking lot, and five academic facilities. The only easement and set-back is the EllensburgWater Company town ditch located south and west of the existing buildings.

SitecirculationThe site is adjacent to the Walnut Mall, a north-south pedestrian arterial allowing for a strong, linear, through-campus circulation. It is critically important that the preferred option not only maintain this north-south campus connection, but also have visible entry points from N Walnut. Just west of the Language & Literature Building and east of Brooks Library is another north- south circulation path. This walk connects the site to the Science Neighborhood (south) to Dugmore Hall (north) and should also be maintained. East-west connections are shorter in length and more frequent. Also present is a path running parallel with the irrigation canal that connects the West Neighborhood and the East Neighborhood. This path is close in proximity to the irrigation canal, and current setbacks will likely keep this path from being affected by future development.

Pedestriancirculationstudy



Potentialissueswiththesurroundingneighborhood,duringconstructionandongoingDuring the early schematic design phase, the university and the design team will identify potential issues that may surface with the surrounding neighborhood both during the construction and occupancy of the new campus facility. Dust control and mitigating construction noise are issues that will need to be addressed. Potential post occupancy issues include traffic, parking, and night lighting. These and other issues that come up during design will need to be included and addressed in the project public SEPA review presentation.

Parkingandaccessissues,includingimprovementsrequiredbylocalordinances,localroadimpactsanddemandParking issues always need to be addressed with any proposed major capital project on campus. Given the proximity of the proposed project to existing expandable parking lots, parking issues will be easily managed. All jurisdictional ordinances, including landscape and lighting requirements, for parking lots will be addressed. Multi-use transportation infrastructure is already in place in this area of campus. There are no anticipated significant issues regarding parking or transportation. During the design phase a traffic impact study will be conducted to confirm anticipated traffic impacts of the project. This study will be coordinated with the Master Plan Update Parking Analysis 2019, the City of Ellensburg Comprehensive Plan, and traffic impact studies for Dugmore Hall, Health Sciences, Health Education, and Discovery Hall. The traffic impact study for Humanities and Social Sciences will update the transportation impacts on the surrounding roadway network as well as parking and construction considerations for the proposed project. The Master Plan Update Parking Analysis is referenced Appendix R in CWU Capital Master Plan 2019-2029, which can be accessed at www.cwu.edu/facility/master-plan.

Existingundergroundutilities

PotentialenvironmentalimpactsCWU is committed to following the State Environmental Policy Act (SEPA), which was enacted in 1971 for state agencies and institutions to identify and consider environmental impacts that could result from constructing capital projects or adopting non-project long term master plans. The first university campus master plan, for which a SEPA review was conducted, was the 1986 campus master plan. Subsequent campus master plan updates in 1998, 2005, and 2013 included SEPA reviews. During the public SEPA review, the university acts as the lead agency and the CPP project management team is responsible to ensure environmental values and impacts are considered and collaborated with the community, city, county, and other state agencies. These reviews focus on environmental data, alternatives, mitigation, and specific courses of action in accordance with RCW 43.21C – State Environmental Policy and WAC 197-11 – Department of Ecology SEPA Rules.



UtilityextensionorrelocationissuesEarly in design all issues pertaining to above ground and below ground utilities will be identified and evaluated for inclusion into the project design solution overall scope of work. The proposed location for the new construction is adjacentto all existing campus utilities with no extended runs of utilities required for connections.

Impactonsurroundingsandexistingdevelopmentwithconstructionlay-downareasandconstructionphasingSite Preparation and Excavation: Site preparation will consist of demolishing the existing asphalt and concrete paving and landscaping areas within the area of proposed construction. The topsoil and vegetative material will be removed, screening and saving it for re-use in landscaped areas. The subgrade will be prepared prior to placing structural fill or building foundations, per future geotechnical recommendations. Existing fill soils are likely within the site area and over-excavation of fill soils to suitable bearing materials may be necessary. Structural fill will be approved imported material. Native fill material is not acceptable for reuse as structural fill and will be hauled off site to an approved location inconformance with local and state regulations. Approximately 10 trees will be removed for the site preparation.

Temporary Sediment and Erosion Control: All temporary erosion and sedimentation control systems will be designed and constructed in accordance with the Eastern Washington Regional Stormwater Manual Best Management Practices (BMPs), to protect adjacent properties as well as minimize the quantity of sediment-laden water from entering the City of Ellensburg’s public storm system. The site will be graded to drain to sediment control ponds adjacent to “Dean Nicholson Boulevard”. Catch basin protection should be used on existing and future catch basins to reduce sediment-laden water from entering the existing storm conveyance system during construction.

Temporary Construction Features: The project will include a construction access drive constructed with quarry spalls, and silt fencing placed around the downhill portion of the site. Soil stockpiles will be erosion protected. Temporary cut slopesfor the mechanical basement excavation will be laid back at 1.5 (horizontal) to 1 (vertical) slope.

Construction Debris: The contractor will implement Best Management Practices (BMPs) to prevent demolition and construction debris, waste, material, fuel, oil, lubricants, and other fluids from entering the public right of way and the existing storm conveyance system.

4.5.2 Location

Potentialsitelocationsaredefinedbyzonesandsetbackscorrespondingtoexistingsitefeatures,includingbuildings,arterials,significanttreesandtheirrigationcanal.



1.InternationalCenterZoneLocated directly over the existing International Center Building footprint, this option would not only demolish Farrell Hall and Language & Literature, but also require the demolition of International Center prior to construction of the new facility. The site primarily consists of an existing structure, trees and lawn. The site is virtually level and is underlain by and adjacent to existing campus utilities.

2.FarrellHallZoneLocated in the northwest corner of the Farrell Hall Zone, this option partially sits in the footprint of Farrell Hall. This option removes Language & Literature and would require either a complete or phased demolition of Farrell Hall. The site primarily consists of an existing structure, pavement, trees and lawn. The site is virtually level and is underlain by and adjacent to existing campus utilities.

3.LanguageandLiteratureZoneLocated directly over the existing Language & Literature footprint, this option removes Farrell Hall and requires demolition of Language & Literature prior to construction. The site primarily consists of an existing structure, trees and lawn. The site is virtually level and adjacent to existing campus utilities.



4.BrooksLibraryZone-SouthLocated south of Brooks Library, this option creates a physical interior and exterior connection to Brooks. This option includes the removal and Farrell Hall, Language & Literature, and some demolition of the south Brooks Library facade would be required. The site primarily consists of trees and lawn and runs parallel to the irrigation canal. The site is virtually level and has little impact to existing underground utilities.

5.BrooksLibraryZone-NorthwestLocated at the northwest corner of Brooks Library, this option creates a physical interior and exterior connection to Brooks. This option includes the removal of Farrell Hall and Language & Literature and would also require demolition of the north and west Brooks Library facade. The site primarily consists of trees, pavement and lawn. The site is virtually level and would have a significant impact to existing underground utilities.

6.BrooksLibraryZone-NortheastLocated at the northeast corner of Brooks Library, this option creates a physical interior and exterior connection to Brooks. This option includes the removal of Farrell Hall and Language & Literature and would also require demolition of the north and east Brooks Library facade. The site primarily consists of trees, pavement and lawn. The site is virtually level and is underlain by and adjacent to existing campus utilities.



Site locationmatrix: The site relationship criteriaat the topof thematrixwere compiledduringworkshop sessionsand executive committee meetings. The existing buildings to-be-demolished mark which structures requireremoval. Comments made about each option during workshop session were recorded for further exploration.



BrooksLibraryZone-Northeast• Elongate building footprint in the east-west

direction for a better passive solar design opportunity.

• Elongate the facade along Dean Nicholson Blvd.

LanguageandLiteratureZone• Re-orient the footprint in the east-west


FarrellHallZone• Re-orient the footprint in the east-west


• Provide a closer physical connection to Brooks Library.

4.BrooksLibraryZone-South• Elongate building footprint in the east-west


• Pull the building further away from the irrigation canal.

• • Create a stronger connection to Brooks Library and eliminate small ‘courtyards’.

FurtherStudyFollowing completion of the site location matrix, the executive committee selected the four most viable options for further study. Viability was based on the results of the matrix, site analysis and comments made by CWU staff during workshop sessions. Modifications were made to building footprints based on the following comments:



ExistingSiteModel

AlternativeNo.1-NoAction:

• Conditions of the existing facilities supporting these programs will continue to decline.• Curricular goals of these programs will be increasingly difficult to achieve. • The operation and maintenance cost of keeping the existing facilities operating will continue to increase.• The instructional environment of the existing curricular spaces will become increasingly inadequate.• Faculty and staff efficiency will continue to be a challenge.



NortheastBrooksLibrarySite-Preferred:

InstructionalSpaces Office,StudentandSupportSpaces

MassingandSpaceDistribution(Alternative02-Preferred)A simple massing model was placed onto the site, divided by level, the color-coded with the projected space needs.

• Add new 90,580 square foot Humanities and Social Sciences facility located northeast of Brooks Library.• Add new 24,098 square foot addition along the north facade of Brooks Library.• Renovate 5,000 square feet of the existing Brooks Library.• Demolish the existing Farrell Hall and Language & Literature buildings.Pros:• Makes good use of available space on campus and facilitates the possibility to develop a ‘Central Park’ open green in

the heart of the Central Neighborhood.• Places the new building in a highly visible central location with excellent access to existing pedestrian traffic and a

prominent presence along Dean Nicholson Blvd.• Creates a strong connection to Brooks Library and supports the goal of creating a Humanities and Social Sciences

Center on campus, fostering increased student activity and inter-departmental interaction.



FarrellHallSite:


MassingandSpaceDistribution(Alternative03)A simple massing model was place onto the site, divided by level, the color-coded with the projected space needs.

• Add new 119,890 square foot Humanities and Social Sciences facility located northwest of Brooks Library.• Demolish the existing Farrell Hall and Language & Literature buildings.• Reconfigure parking to maintain current number of parking stalls.Pros:• Helps anchor the NW corner of the Central Neighborhood and provide a ‘gateway’ to the central campus at the corner

of two major campus vehicular arterials – Wildcat Way and Dean Nicholson Blvd.• Preserves the option to develop the ‘Central Park’ campus amenity.Cons:• Does not occupy a central location on campus and is too far to the edge of the Central Neighborhood.• Pedestrian access would be less direct from much of the campus and the building would be somewhat hidden behind

Brooks Library.



SpaceDistributionDiagram(Alternative02-Preferred)Floor-by-floor breakdown of space distribution for the Humanities and Social Sciences Facility and Addition to Brooks Library.




BuildingEntryandSiteCirculation-AlternativeNo.2-Preferred

1. From Dugmore Hall and the North Neighborhood2. From Nicholson Pavilion N Walnut St.3. From Farrell Hall and the West Neighborhood4. From the residence halls and the East Neighborhood5. From the Student Union and South Campus6. From the Science Neighborhood

Bird’sEyeView-AlternativeNo.2-Preferred

ViewfromtheNorthwest,lookingSoutheast



4.6 Consistencywithapplicablelong-termplans.

The Humanities and Social Sciences project has been part of CWU’s long-term plans and is a key element in helping the university to better serve the growing student body in the Humanities, Social Science and Services field. The addition of the project was included in CWU Capital Master Plan 2019-2029.

4.7 Consistencywithotherlawsandregulations.

CPP project management team manages all state funded capital projects in accordance with CWU Policies and Procedures, which are governed by specific applicable state laws. Per university procedure CWUR 3-10-612, CPP project management team is authorized to procure all contractual services for public works projects as governed by RCW 39.04 – Public Works and RCW 39.80 – Contracts for Architectural and Engineering Services. These procedures determine how the project will proceed contractually, which impact the proposed project cost, risk, and schedule. The CPP project management team is responsible for issuing all contractual administrative and legal notices throughout the project timeline from the Notice to Proceed to Final Completion and Final Acceptance.

HighPerformancePublicBuildings(Chapter39.35DRCW)CWU has a proven track record going back to 2007 of designing, building, and operating sustainable buildings using the LEED rating system. This project will select design consultants who embody CWU’s sustainability objectives. This building will be designed to LEED Silver standard as a Minimum in accordance with RCW 39.35 but CWU has consistently accomplished sustainable buildings at higher levels up to LEED platinum certification. A LEEDv4 Checklist, outlining a preliminary program for the Humanities and Social Sciences project, has been included in Appendix C, LEED Checklist.

StateEfficiencyandEnvironmentalPerformance,ifapplicable(ExecutiveOrder20-01)The Governor’s Executive Order #20-01 mandates high performance buildings for reduction of greenhouse gases, reduction of pollutants from fossil fuels and use of clean energy when technically feasible. CWU recognizes that the costs of constructing zero energy or zero energy capable buildings is becoming closer to that of conventional buildings and will continue to advance their building construction towards this mandate using life-cycle cost analysis tools for decision making in the design process.

CWU has adopted an energy policy (Policy 2-50-020) that supports the educational mission of the university, since the educational process is dependent upon a controlled environment, which utilizes energy. It is structured to provide adequate environmental quality while minimizing expenditures of energy. See the PROCEDURES manual for specific energy policy details.

StateEnergyStandardsforCleanBuildings(RCW19.27A.210)In November of 2020, the State Department of Commerce has adopted energy performance standards for buildings and has established energy use intensity targets, which are reflected in the 2018 Edition of the Washington State Energy Code Chapter 51-11C WAC. This energy code is presently scheduled to go into effect in the fall of 2020. This building will be compliant to meet or exceed Washington State Energy Code in place at the time of the building permitted. With outcome-based energy targets, public facilities will be on pace by 2031 to achieve a 70 percent reduction in annual energy use compared to a 2006 baseline.

The energy policy supports the educational mission of the university, since the educational process is dependent upon a controlled environment, which utilizes energy. It is structured to provide adequate environmental quality while minimizing expenditures of energy. See the PROCEDURES manual for specific energy policy details.

GreenhouseGasEmissionsReductionPolicy(RCW10.235.070)Referenced Revised Code of Washington regarding “Limiting Greenhouse Gas Emissions,” requires all state agencies to reduce greenhouse gas emissions as follows:

• By July 1, 2020, to 15% below 2005 levels• By 2035, To 35% Below 2005 levels• By 2050, to the greater of 57.5% below 2005 levels or 70% below state government emissions that year



A key part of the university’s strategy toward reducing greenhouse gas emissions is the reduction in the use of fossil fuels for building energy and power. The inclusion of energy-conserving HVAC and electrical systems in this proposed new facility is the best way for the project to assist in the goal of reducing overall campus use of fossil fuels. Since major capital projects are typically the greatest consumers of energy on a campus, discovering ways to make the new complex a low energy consumer will be especially significant.

Central Washington University’s Greenhouse Gases Adopted Policy is as follows:CWU Policy 2-50-020CWUP 2-50-020 Energy Conservation

The Governor’s Executive Order #E077-3 mandates specific energy conservation efforts and the development of an energy conservation ethic on the campuses of all state institutions.

The energy policy supports the educational mission of the university, since the educational process is dependent upon a controlled environment which, utilizes energy. It is structured to provide adequate environmental quality while minimizing expenditures of energy. See the PROCEDURES manual for specific energy policy details.[Responsibility:VPofOperations;Authority:Cabinet/UPAC;Reviewed/Endorsedby:UPAC;Review/EffectiveDate10/01/2008;ApprovedbyJamesL.Gaudino,President]

ArchaeologicalandCulturalResources(ExecutiveOrder05-05andSection106oftheNationalPreservationActof1966)In adherence with Washington State Executive Order 05-05 and Section 106 of the National Historic Preservation Act of 1966, CWU has initiated consultation with DAHP and is committed to working with DAHP throughout the design phase to address historical and cultural resource impacts this proposed project may identify. Attached Appendix D – Department of Archaeology & Historic Preservation (DAHP) Cultural Resources Impact Letter, dated June 22, 2020.

CompliancewithplanningunderChapter36.70ARCW,asrequiredbyRCW43.88.0301(1)CWU is committed to planning the project in accordance with specific Office of Financial Management instructions for major capital construction projects and requirements of these specific statutes. The CWU Capital Master Plan 2019-2029 identifies this proposed project to be located in the North Campus neighborhood and how it complements the adjacent Central Campus. The proximity of the proposed new facility will promote interdisciplinary education, enhance collaboration among students and faculty, foster curriculum integration, and avoid duplication of services and programs.

InformationrequiredbyRCW43.88.0301(1)The proposed Humanities-Social Sciences Complex is identified in the Central Washington University 2019-2029 Capital Master Plan as “the Government, Ethics, and Civic Engagement Complex”. The university’s Capital Master Plan and all major campus capital projects are planned in accordance with the Growth Management Act (GMA) RCW 36.70A and coordinated with the City of Ellensburg and Kittitas County comprehensive plans. University updates to the CWU Capital Master Plan and all proposed capital projects are planned and conducted with public SEPA reviews, open planning forums, and workshops to provide opportunities for the community, the city and the county to provide input. A representative of the city is a member of the university standing committee that oversees all campus planning and projects.

Othercodesorregulations.The Capital Planning & Projects project management team plans and manages all state funded capital projects in accordance with CWU Policies and Procedures, which are governed by specific applicable state laws. Other State and Federal policies that will be followed throughout the Humanities and Social Sciences project include:

Clean Air Act of 1991In response to the Clean Air Act of 1991, the university encourages carpooling by providing convenient dedicated spaces. It further encourages non-automobile commuting options by providing bicycle racks, lockers, and parking for carpools, electric vehicles, motorcycles, and scooters. HVAC requirements and material selection for this project will improve indoor air quality and reduce outdoor emissions.

Growth Management Act of 1990The Growth Strategies legislation of 1991 requires all state agencies to comply with local land use regulations adopted pursuant to the Growth Management Act. This project is subject to the plan review and environmental mitigation process of



Kittitas County and State of Washington. No significant issues are anticipated as the development proposed by this predesign document is in compliance with all major requirements.

Governor’s Executive Order 90-94 for Protection of WetlandsHumanities and Social Sciences project will not impact any wetland. No environmentally sensitive areas will be affected by this project.

Clean Water ActHumanities and Social Sciences project will include storm water, drainage and erosion control plan requirements into its construction documents. The National Pollutant Discharge Elimination System (NPDES) permit requirements and storm water pollution prevention plans will be implemented through the installation and maintenance of drainage systems.

Hazardous SubstancesThe project will require selective demolition of portions of existing structures. Prior to any demolition to any facilities, CWU will engage an approved outside consultant and/or chemical hygiene expert to prepare an inventory of all hazardous substances to be abated, utilized in, or removed from, the project. This consultant assists in developing a mitigation plan for removal and/or abatement and for adherence to notification requirements.

Government Options to Landfill DisposalHumanities and Social Sciences project will include a Construction Waste Management Plan and Reporting process. It is anticipated the over 90% of the selective demolition of the project will be recycled and diverted away from the landfill.

Governor Executive Order 05-05This Executive Order requires state agencies to review capital construction projects with the Department of Archaeology and Historic Preservation (DAHP), to determine potential impacts on cultural resources. The university is consulting with DAHP throughout this process as part of the budgeting process outlined and reviewed by the SBCTC and Office of Financial Management (OFM).

Chapter 12, Laws of 2005 (ESSB 5509)Humanities and Social Sciences project will be designed and constructed according to ESSB 5509 requiring, at a minimum, LEED silver certification. Project initial LEED checklist based on this predesign is a gold certification.

Other Policy Coordination Other Policies which the Humanities and Social Sciences project will follow include:

• Washington State Board for community & Technical College – Model Classrooms for Electronic Presentation Classrooms

• State of Washington Facilities Evaluation and Planning Guide (FEPG)• State of Washington Department of General Administration – Construction Waste Management Plan• State of Washington Department of General Administration – Leadership in Energy and Environmental Design

(LEED) – Quality Assurance Process Guidelines for State Agency/College and University Facilities.• State of Washington RCW 70.235 Limiting greenhouse gas emissions• State of Washington RCW 39.35 Energy conservation in the design of public facilities.• Washington State Environmental Policy Act (SEPA)• CWU Facility Design Guidelines and Construction Standards• International Building Code (IBC)• International Fire Code (IFC)• Americans with Disabilities Act (ADA)• Local Codes and Ordinances• Underwriters Laboratories (UL)• Regulations of the State Fire Marshall• Washington State Energy Code• Washington State Department of Labor and Industries• Washington Administrative Code• National Electric Code (NFPA 70)



• Illuminating Engineers Society of North America (IESNA)• International Mechanical Code• Uniform Plumbing Code• Washington State Boiler and Unified Pressure Vessel Code• ASHRAE Standard 55 – Thermal Comfort• ASHRAE Standard 62 – Ventilation• National Fire Protection Association (NFPA) Section 13

4.8 Identifyproblemsthatrequirefurtherstudy.Evaluateidentifiedproblemstoestablishprobablecostsandrisk.

Materials, finishes, building assemblies and systems will need to be selected to provide the quality construction required to ensure the new facility will meet all current codes and standards and have a minimum expected service life of 50 years. Through the Capital Master Planning process, the university has a long-term development plan and CPP project management team provides specific project design guidelines and the design intent for each respective new campus facility. The Capital Master Plan is used as a guide for evaluating traffic, parking requirements, and proposed alternatives for the project.

4.9 Identifysignificantordistinguishablecomponents,includingmajorequipmentandADArequirementsinexcessofexistingcode.

No known components or issues included in the proposed project – including accessibility – are expected to exceed existing code.

4.10 IdentifyplannedtechnologyinfrastructureandotherrelatedITinvestmentsthataffectthebuildingplans.

Solutions for IT infrastructure and distribution include central building access locations and accessible pathways throughout the facility. Each instructional space will be equipped with project screen(s), media consoles with computers, audio and video players and video projectors. Smart-boards, document cameras and other special equipment will be provided where specifically needed. Student desks will carry technology infrastructure tailored to specific program requirements without excluding general use.

4.11 Identifyanysite-relatedand/orphysicalsecuritymeasuresfortheproject.

The proposed site for the Preferred Alternative is within the existing campus and will be subject to existing campus security protocols. The site is relatively flat with good access for both vehicular and pedestrian circulation.

4.12 Describeplannedcommissioningtoensuresystemsfunctionasdesigned.

A commissioning consultant, a member in the Building Commissioning Association and the U.S. Green Building Council, will conduct the project commissioning in compliance with the Building Commissioning Association’s Essential Attributes of Building Commissioning. This consultant will act as the university’s Commissioning Authority for the project. Initial services will include developing a project specific commissioning plan, which describes the process and identifies all responsibilities and roles of the university, A/E consultant, sub-consultants, contractor, and sub-contractors. This plan will identify the university’s functional building systems requirements and establish the project design intent. The commissioning process will continue throughout the course of design and construction to final completion, final acceptance, and the warranty phase. Specific commissioning services will include, but not be limited to, LEED monitoring, building automation and energy management systems, heating, ventilating and air conditioning systems, lighting controls, plumbing, domestic heating water system, HVAC heating and cooling systems, plumbing, electrical lighting control systems, and related services that will enhance the value of the facility, increase maintainability, save energy and increase indoor environmental quality and comfort for building occupants



4.13 Describeanyfuturephasesorotherfacilitiesthatwillaffectthisproject.There are no future phases or projects for Humanities and Social Sciences identified at this time that would affect Central Washington University’s preferred alternative.

4.14 Provideacomparativediscussionoftheproposeddeliverymethod.

CWU will use the Design-Bid-Build (DBB) project delivery method for the project in accordance with RCW 39.04 – Public Works. The university has successfully used this approach as the most cost-effective delivery method for all of the campus academic state-funded major projects over the last two decades. The alternative project delivery method, progressive Design- Build, was recently used for the new Dugmore Hall residential hall on campus. Superior budget management is the primary objective with the Design-Bid-Build process along with CWU’s successful history with this delivery method that matches typical state capital budget process.

4.15 Describehowtheprojectwillbemanagedwithintheagency.

The university’s Capital Planning and Projects (CPP) division under the Office of Operations will manage all aspects of the project from programming and initial budgeting the proposed project to the initial selection of the project architect/engineer (A/E) consultant design team and throughout the subsequent design, bidding, construction, commissioning, and warranty phases. CPP project management team will oversee the required contractual administration for the project architect/engineer (A/E) consultants and public works contractors. The CPP team is responsible to work closely with the university’s administration, the design team, and the contractors to ensure the project is delivered on time and within budget. The project management/contract administration team has overseen every state and university-funded major capital projects over the past two decades, delivering each respective project on time with no cost overruns. The cost for the university’s project management of the project design and construction phases is included in the Project Cost Estimate form in the Project Budget Analysis section of this report.

ProjectManagementStrategyProgramming: CentralWashingtonUniversity

• Assists in Consultant Selection• Coordinates stakeholder participation• Participates in detailed programming• Reviews and approves detailed programming and budget

CWU Project Manager• Directs Consultant Selection• Manages and administers the Consultant Contract• Assists University in review and approval of programming and budgets

DesignA/EConsultant• Provides programming services per agreement

Design: CentralWashingtonUniversity

• Participates in periodic design meetings• Provides design decisions including program adjustments• Reviews and approves design and cost estimates

CWUProjectManager• Manages and administers the Consultant Contract• Assists university in review and approval of programming and budgets

DesignConsultant• Provides design services per negotiated agreement

Bidding:CentralWashingtonUniversity

• Issues advertisement for bid



• Conducts public bid openingCWUProjectManager

• Manages Consultant ContractDesignConsultant

• Provides bidding assistance per agreementConstruction:CentralWashingtonUniversity

• Participates in construction progress meetings• Provides construction direction including change orders

CWUProjectManager• Manages Consultant Contract

DesignConsultant• Provides construction administration services per agreement• Observes progress, schedule, and quality of the work and construction activities

Commissioning:CentralWashingtonUniversity

• Participates in all commissioning activities• Attends operating instructions

CWUProjectManager• Coordinates selection and contracting of the commissioning consultant• Monitors both commissioning agent and A/E design consultant• Advises university in all matters related to acceptance of systems

DesignConsultant• Provides support to the commissioning agent services

Warranty:CentralWashingtonUniversity

• Identifies warranty issues• Notifies project consultant(s) of needed warranty repairs

CWUProjectManager• Assists in obtaining warranty repairs

DesignConsultant• Notifies contractor of needed warranty repairs

4.16 Schedule

A summary schedule is as follows: Predesign June 2020 - July 2020 Design Sept 2021 - Feb 2023 Building Permit Feb 2023 - May 2023 Bidding June 2023 - July 2023 Construction Sept 2023 - Aug 2025 Furniture & Equipment Install June 2025 - Aug 2025 Faculty & Staff Move-In July 2025 - Aug 2025 Classes Begin in HSS September 2025

ValueEngineeringAnalysisandConstructability.The schedule for the development of the Humanities and Social Sciences Complex will include a third-party, peer reviewed Value Engineering study and a Constructability / QAQC review. The VA study will occur near the end of the Schematic Design phase of the project’s development and will include a cost estimate. The Constructability review will be scheduled at approx. 90% completion of the Construction Documents. It is expected there will be community and stakeholder workshops and meetings scheduled throughout the developmental process.



There are no known factors that may pose a delay or complication to the permitting of the project. The project team will contact the agencies of jurisdiction early in the development process and will incorporate permitting milestones into the overall project schedule to ensure permits are obtained as required to meet the overall project timeline.


5.1 CostEstimate.

Below is a summary of the conceptual cost estimate for the Preferred Option, Alternate Design Option No. 2. This estimate may be affected by modifications to the scope of work, special phasing requirements, restrictive technical specifications or excessive contract conditions, non-competitive or delayed bids.

Detailed Cost Estimate Reports can be found in Appendix B.

Item Construction Gross Area $/SF $Humanities and Social Sciences Building New 90,580 SF 421.69 38,196,783Brooks Remodel Renovation 5,000 SF 135.24 676,218Brooks Addition at North Site New 24,098 SF 416.90 10,046,364Site Work Site 3,303,909Demolition & HAZMAT (L & L Building + Farrell) Demolition 1,910,564Off-site Improvements Site 794,777TotalConstructionCostforBuilding&SiteWork 54,928,615

Exclusions from Construction Costs:• Pre-construction services• Design fees• Building and land acquisition fees (if applicable)• Owners administration costs• Legal and accounting fees• Removal of unforeseen underground obstructions• Owner’s furniture, furnishings and equipment• Owners supplied materials• Moving owners equipment and furniture• Compression of schedule, premium or shift work• Assessments, finance, legal and development charges• Builder’s risk, project wrap-up and other owner provided insurance program• Washington State Sales Tax• AV Equipment

MajorAssumptionsThe following major assumptions were used in generating conceptual cost estimates for the Humanities and Social Sciences project:

• The project will be delivered utilizing the alternative project delivery method of Design, Bid, Build.• Estimating / Design Contingency is Included at 5.00%• Escalation is calculated to Construction Start Date June 2023.

• Year 1 Escalation - 4.50%• Year 2 Escalation - 4.25%• Year 3 Escalation - 4.00%

• Open and competitive bidding among all proportions of the work.

SECTION 5.0: PROJECT BUDGET ANALYSIS OF PREFERRED ALTERNATIVE


5 | BUDGET ANALYSIS OF PREFERRED ALTERNATIVE

Materials,DesignandConstructionAssumptionsThe following assumptions were made in regards to the design and construction of the Humanities and Social Sciences project.

A10: Foundations:Scope of work continuous and spread footings, perimeter drainage, reinforced concrete slab on grade, elevator pit.B10: Superstructure:Vertical and horizontal steel structure including BRB brace frames, metal deck and reinforced concrete topping slab at floor structure, sprayed cementitious fireproofing, intumescent paint at select columns and housekeeping pads.

B20: Exterior enclosure:Scope of work includes laid up brick and metal panel and metal panel soffits. The extent of brick would be 70% and 30% metal panels at opaque walls. Glazing scope includes curtain wall and storefront glazing. The extent of the glazing would be comparable to the Health Science project at approximately 24% to the gross wall area. Other scope would include louvers. Exterior door scope would include glazed aluminum doors at vestibules and hollow metal doors at other locations.

B30: Roofing:Roof scope of work includes a 1-ply EPDM 60 mil white fully adhered with R-38 insulation, sheet metal flashings, rough carpentry. Scope includes roof ladders, roof hatch, skylights.

C10: Interior Construction:Interior partitions consist of metal stud framing, batt insulation and gypsum board, interior glazing, railings at open to below areas, operable partitions and interior doors. Fittings and specialties will include toilet partitions, signage, miscellaneous, restroom accessories fire extinguishers and cabinets.

C20: StairsScope includes exit stairs and architectural stairs.

C30: Interior FinishesWall finishes include paint to gypsum board, porcelain tile at restroom wet walls, specialty wall finishes. Floor finishes include porcelain tile at restrooms, carpet tile, resilient flooring, polished concrete, walk off mats and sealed concrete at MEP rooms. Ceiling finishes include ACT and grid, gypsum board painted, specialty wall finishes.

D10: Conveying systemsTwo passenger elevators.

D20: PlumbingPlumbing include sanitary fixtures, sanitary waste, vent and service piping, water treatment, storage and circulation, surface water drainage, gas piping, fittings and specialties.

D30: Heating, Ventilation and Air Conditioning (HVAC)Heat generation and chilling, thermal storage and circulation pumps, piping, fittings, valves and insulation, radiant systems, air handling equipment, air distribution and return, diffusers and return air grilles, controls, instrumentation and balancing.

D40: Fire Protection SystemsWet pipe sprinkler system, standpipe systems to stairs.

D50: ElectricalElectrical scope includes main service and distribution, emergency or uninterrupted power, grounding systems, machine and equipment power, user convenience power, testing and seismic restraints. Other scope includes lighting and branch wiring, communications and security systems, alarm and access control and CCTV system rough-in only.

E10: EquipmentNo Scope Anticipated



E20: Fixed FurnishingFixed furnishings include casework and interior and exterior window treatments.

C-100CostEstimateA State of Washington C-100 Estimate Document has been generated to verify the estimated funds needed to for eachDesign Alternate Option.

The following is a summary for the preferred alternative. Full C-100s for both design alternatives No. 2 and No. 3 are attached in Appendix B.

AgencyProject NameOFM Project Number

NamePhone Number 509.963.1120Email

Gross Square Feet 119,890 MACC per Square Foot $372Usable Square Feet 71,935 Escalated MACC per Square Foot $409Space Efficiency 60.0% A/E Fee Class BConstruction Type College classroom facilit A/E Fee Percentage 6.26%Remodel No Projected Life of Asset (Years) 50

Alternative Public Works Project No Art Requirement Applies YesInflation Rate 2.38% Higher Ed Institution YesSales Tax Rate % 8.30% Location Used for Tax Rate Ellensburg, WAContingency Rate 5%Base Month June‐20 OFM UFI# (from FPMT, if available)Project Administered By Agency

Predesign Start May‐20 Predesign End July‐20Design Start September‐21 Design End May‐23Construction Start September‐23 Construction End June‐25Construction Duration 21 Months

Total Project $62,866,490 Total Project Escalated $68,800,382Rounded Escalated Total $68,800,000

[email protected]

Humanities & Social Sciences ComplexCentral Washington University

STATE OF WASHINGTONAGENCY / INSTITUTION PROJECT COST SUMMARY

Contact InformationBill Yarwood

Updated June 2020

Statistics

Schedule

Additional Project Details

Green cells must be filled in by user

Project Cost Estimate

C‐100(2019) Page 2 of 12 7/2/2020



AgencyProject NameOFM Project Number

Humanities & Social Sciences ComplexCentral Washington University

STATE OF WASHINGTONAGENCY / INSTITUTION PROJECT COST SUMMARY

Updated June 2020

Acquisition Subtotal $1,470,414 Acquisition Subtotal Escalated $1,470,414

Predesign Services $148,700A/E Basic Design Services $2,020,744Extra Services $1,591,677Other Services $907,871Design Services Contingency $233,450Consultant Services Subtotal $4,902,441 Consultant Services Subtotal Escalated $5,204,535

Construction Contingencies $2,227,761 Construction Contingencies Escalated $2,454,770Maximum Allowable Construction Cost (MACC) $44,555,220 Maximum Allowable Construction Cost

(MACC) Escalated $49,025,510

Sales Tax $3,882,987 Sales Tax Escalated $4,272,864Construction Subtotal $50,665,968 Construction Subtotal Escalated $55,753,144

Equipment $3,351,280Sales Tax $278,156Non‐Taxable Items $0Equipment Subtotal $3,629,436 Equipment Subtotal Escalated $3,999,277

Artwork Subtotal $342,290 Artwork Subtotal Escalated $342,290

Agency Project Administration Subtotal $1,215,789

DES Additional Services Subtotal $0Other Project Admin Costs $0

Project Administration Subtotal $1,215,789 Project Administation Subtotal Escalated $1,339,679

Other Costs Subtotal $640,150 Other Costs Subtotal Escalated $691,042


Consultant Services

Construction


Equipment

Artwork

Other Costs

Agency Project Administration

Cost Estimate Summary

Acquisition

C‐100(2019) Page 3 of 12 7/2/2020

5.2 ProposedFunding.

It is anticipated that funding for the Humanities and Social Sciences project will be provided through the State of Washington by way of the capital budgeting process. The university requests 100 percent State appropriation for design in the 2021-2023 biennium and a future appropriation in the 2023-2025 biennium for the construction of Health Education. Based on the current proposed Humanities and Social Science project information, university program requirements, as well as the project site-development requirements, the estimated construction cost for the project is $62.1 million. The total project budget request is $68.8 million.



Identifyfundsourcesandexpectedreceiptofthefunds.Funds for the Humanities and Social Sciences project will be requested as follows:

Funding Phase Biennium Request AmountPredesign 2020 Self FundedDesign 2021-2023 $ 5,204,535Construction 2023-2025 $ 62,125,432TotalRequest(Escalated&Rounded) $68,800,000

5.3 FacilityOperationsandMaintenanceRequirements.The renovated and expanded facility will require increases in CWU’s custodial staff, maintenance staff, information technology staff, and police services. Operations and maintenance costs for the new Humanities and Social Sciences Complex are estimated to start in 2025, the first year of occupancy.

Definetheanticipatedimpactoftheproposedprojectontheoperatingbudgetfortheuniversity.Includemaintenanceandoperatingassumptions(includingFTEs)andmovingcosts.Funding for the increase in operating costs based on the new additional gross square feet (GSF) will be requested within the overall state appropriated budget.

AssumptionsEstimated operations and maintenance costs for the preferred alternative for the Humanities-Social Science Complex are based on the Fiscal Year 2020 budgeted costs per gross square foot (GSF). Costs are escalated at an inflation rate of 1.3% per year based on the BASS overall escalation rate to 2025.

New construction square footage is 99,890 GSF, with the addition being approximately 15,000 GSF and a 5,000 square foot renovation inside of Brooks Library, which totals 119,890 square footage. Therefore, for energy and maintenance of new 114,890 sq. ft., with L & L and Farrell being removed, then 88,030 GSF is subtracted.

Operations & Maintenance CostsMost recent calculated campus operations and maintenance costs are shown in Table 1. Projected operations and maintenance costs for the project are shown in the following tables:

Table 1 - Operations and Maintenance for FY 2020

Operations Operating CostsGSF/Yr - 2020

Component:

091 - Utilities $1.76 092 - Building & Utilities Maintenance $4.66 093 - Custodial & Grounds Services $2.38 094 - Operations & Maintenance Support $0.54 094 - Police & Parking $0.85 TotalAnnualCostPerGSF $10.19



Table 2 - Operations and Maintenance Costs for Humanities Complex for 2025

Operations Operating CostsGSF/Yr - 2025

GSF (Net addition)

Est. Cost for Additional GSF/FY

2025Component:

091 - Utilities $2.05 61,986 $127,074 092 - Building & Utilities Maintenance $5.44 61,986 $337,082 093 - Custodial & Grounds Services $2.78 61,986 $172,159 094 - Operations & Maintenance Support $0.62 61,986 $38,671 094 - Police & Parking $0.99 61,986 $61,582 TotalAnnualCostPerGSF $11.88 61,986 $736,567

Table 3 - Operations and Maintenance Costs for Humanities Complex for 2025 by positions and goods & services.

Division FTE Amount FTEBase & Benefits

Goods & Services

Total

Utilities $48,600 $48,600

CUSTODIAL Custodial-Benchmark APPA: (GSF/ Custodian FTE - 35,000) 1.000 $61,677 $8,262 $69,940 MAINTENANCE Maintenance-Benchmark APPA: (GSF/Maintenance FEE - 73,000) 0.500 $46,092 $17,747 $63,839 POLICE SERVICES 0.500 $60,380 $15,000 $75,381 IS (Information Services) 0.500 $68,741 $20,000 $88,742 Total 2.500 $236,891 $109,609 $346,502



Table 4 - Operating Costs over Five Biennia (Inflation rate based on BASS overall escalation rate to 2023 of 3.12%.)

Component FMDFY 2020

Police Svcs.FY 2020

ISFY 2020

FY 2020 FY 2021 FY 2022

091 - Utilities $3,358,885 $3,358,885 $3,463,682 $3,571,749

092 - Building & Utilities Maintenance $3,359,265 $5,550,667 $8,909,932 $9,187,922 $9,474,585 093 - Custodial & Grounds Services $4,550,602 $4,550,602 $4,692,581 $4,838,989 094 - Operations & Maintenance Support

$1,022,165 $1,022,165 $1,054,057 $1,086,943

094 - Police and Parking $1,627,776 $1,627,776 $1,678,563 $1,730,934 Total $12,290,917 $1,627,776 $5,550,667 $19,469,360 $20,076,804 $20,703,200

OperatingCosts

OperatingCosts

PerGSF/Yr. PerGSF/Yr.091 - Utilities $1.76 $1.87 092 - Building & Utilities Maintenance $4.66 $4.96 093 - Custodial & Grounds Services $2.38 $2.53 094 - Operations & Maintenance Support

$0.54 $0.57

094 - Police and Parking $0.85 $0.91 Total $10.19 $10.84

Table 4 - continued

Component FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028

091 - Utilities $3,683,188 $3,798,103 $3,916,604 $4,038,802 $4,164,813 $4,294,755 092 - Building & Utilities Maintenance $9,770,192 $10,075,022 $10,389,363 $10,713,511 $11,047,772 $11,392,463 093 - Custodial & Grounds Services $4,989,966 $5,145,653 $5,306,197 $5,471,750 $5,642,469 $5,818,514 094 - Operations & Maintenance Support

$1,120,856 $1,155,826 $1,191,888 $1,229,075 $1,267,422 $1,306,966

094 - Police and Parking $1,784,939 $1,840,629 $1,898,057 $1,957,276 $2,018,343 $2,081,315 Total $21,349,140 $22,015,233 $22,702,109 $23,410,414 $24,140,819 $24,894,013

OperatingCosts

OperatingCosts

OperatingCosts

PerGSF/Yr. PerGSF/Yr. PerGSF/Yr.091 - Utilities $1.99 $2.05 $2.25 092 - Building & Utilities Maintenance $5.27 $5.44 $5.96 093 - Custodial & Grounds Services $2.69 $2.78 $3.05 094 - Operations & Maintenance Support

$0.60 $0.62 $0.68

094 - Police and Parking $0.96 $0.99 $1.09 Total $11.52 $11.88 $13.03



Table 5 - Operating Budget Impacts during the Project

CWU Employees DesignFTE

ConstructionFTE

Architects 0.125 0.125 Project Manager 0.600 0.250 Engineers 0.200 0.100 Construction Manager 0.600

Inspectors/Coordinators/Trades 0.100 0.400 Total 1.025 1.475

5.4 Clarificationregardingfurniture,fixturesandequipmentareincludedinprojectbudget.Furniture, fixtures and equipment have been included in the proposed project budget.


SECTION 6.0: PROJECT DIAGRAMS AND DRAWINGS

MassingandSpaceDistribution-AlternativeNo.2A simple massing model divided by level and color-coded with the projected space needs.



ViewfromtheNortheast,lookingSouthwest

Bird’sEyeView-AlternativeNo.2



6 | PROJECT DIAGRAMS AND DRAWINGS

ViewfromtheSoutheast,lookingNorthwest

ViewfromtheSouthwest,lookingNortheast







ConceptualRenderings-AlternativeNo.2

Viewfromtheparkinglot,lookingEast

Viewfromtheirrigationcanal,lookingNorthwest

Rendering1-AlternativeNo.2




ViewfromN.Walnut,lookingWest

ViewfromDeanNicholsonBlvd.,lookingSoutheast

Rednering4-AlternativeNo.2





ConceptualElevations-AlternativeNo.2

NorthElevation-AlternativeNo.2(Preferred)

EastElevation-AlternativeNo.2(Preferred)

SouthElevation-AlternativeNo.2(Preferred)

WestElevation-AlternativeNo.2(Preferred)




ViewfromDeanNicholsonBlvd.,lookingSouthwest

Viewfromthecanalwalk,lookingNorthwest





ViewfromtheWildcatWaycanalcrossing,lookingNortheast

ViewfromthecornerofDeanNicholsonBlvd.andWildcatWay,lookingSoutheast

Rednering4-AlternativeNo.3





BrooksLibrary

ExistingBasementLayout



ExistingFirstFloorLayout

BrooksLibrary



BrooksLibrary

ExistingSecondFloorLayout



ExistingThirdFloorLayout

BrooksLibrary



BrooksLibrary

ExistingFourthFloorLayout



ExistingFifthFloorLayout

BrooksLibrary



FarrellHall





Language&Literature



Language&Literature

ExistingSecondFloorLayout



ExistingThirdFloorLayout

Language&Literature



Language&Literature

ExistingFourthFloorLayout



ExistingFifthFloorLayout

Language&Literature


APPENDIX A

OFM PREDESIGN CHECKLIST AND OUTLINE


APPENDIX A | PREDESIGN CHECKLIST

PREDESIGN CHECKLIST ; Executivesummary ; Problemstatement,opportunityorprogramrequirement

; Identify the problem, opportunity or program requirement that the project addresses and how it will be accomplished.

; Identify and explain the statutory or other requirements that drive the project’s operational programs and how these affect the need for space, location or physical accommodations. Include anticipated caseload projections (growth or decline) and assumptions, if applicable.

; Explain the connection between the agency’s mission, goals and objectives; statutory requirements; and the problem, opportunity or program requirements.

; Describe in general terms what is needed to solve the problem. ; Include any relevant history of the project, including previous predesigns or budget funding requests

that did not go forward to design or construction. ; Analysisofalternatives(includingthepreferredalternative)

; Describe all alternatives that were considered, including the preferred alternative. Include: ; A no action alternative. ; Advantages and disadvantages of each alternative. Please include a high-level summary table with your

analysis that compares the alternatives, including the anticipated cost for each alternative. ; Cost estimates for each alternative:

; Provide enough information so decision makers have a general understanding of the costs. ; Complete OFM’s Life Cycle Cost Model (RCW 39.35B.050).

; Schedule estimates for each alternative. Estimate the start, midpoint and completion dates. ; Detailedanalysisofpreferredalternative

; Nature of space – how much of the proposed space will be used for what purpose (i.e., office, lab, conference, classroom, etc.)

; Occupancy numbers. ; Basic configuration of the building, including square footage and the number of floors. ; Space needs assessment. Identify the guidelines used. ; Site analysis:

; Identify site studies that are completed or under way and summarize their results. ; Location. ; Building footprint and its relationship to adjacent facilities and site features. Provide aerial view,

sketches of the building site and basic floorplans. ; Water rights and water availability. ; Stormwater requirements. ; Ownership of the site, easements, and any acquisition issues. ; Property setback requirements. ; Potential issues with the surrounding neighborhood, during construction and ongoing. ; Utility extension or relocation issues. ; Potential environmental impacts. ; Parking and access issues, including improvements required by local ordinances, local road impacts

and parking demand. ; Impact on surroundings and existing development with construction lay-down areas and

construction phasing. ; Consistency with applicable long-term plans (such as the Thurston County and Capitol campus master

plans and agency or area master plans) as required by RCW 43.88.110. ; Consistency with other laws and regulations:

; High-performance public buildings (Chapter 39.35D RCW).



; State efficiency and environmental performance, if applicable (Executive Order 20-01). ; State energy standards for clean buildings (RCW 19.27A.210). ; Compliance with required vehicle charging capability for new buildings that provide on-site parking

(RCW 19.27.540). ; Greenhouse gas emissions reduction policy (RCW 70.235.070). ; Archeological and cultural resources (Executive Order 05-05 and Section 106 of the National Historic

Preservation Act of 1966). If mitigation is anticipated, please note this in the predesign with narrative about how mitigation is worked into the project schedule and budget.

; Americans with Disabilities Act (ADA) implementation (Executive Order 96-04). ; Compliance with planning under Chapter 36.70A RCW, as required by RCW 43.88.0301. ; Information required by RCW 43.88.0301(1). ; Other codes or regulations.

; Identify problems that require further study. Evaluate identified problems to establish probable costs and risk.

; Identify significant or distinguishable components, including major equipment and ADA requirements in excess of existing code.

; Identify planned technology infrastructure and other related IT investments that affect the building plans.

; Identify any site-related and/or physical security measures for the project. ; Describe planned commissioning to ensure systems function as designed. ; Describe any future phases or other facilities that will affect this project. ; Provide a comparative discussion of the pros and cons of the project delivery methods considered

for this project, and offer a recommendation of proposed procurement method for the preferred alternative. The proposed method of project delivery must be justified.

; Describe how the project will be managed within the agency. ; Schedule.

; Provide a high-level milestone schedule for the project, including key dates for budget approval, design, bid, acquisition, construction, equipment installation, testing, occupancy and full operation.

; Incorporate value-engineering analysis and constructability review into the project schedule, as required by RCW 43.88.110(5)(c).

; Describe factors that may delay the project schedule. ; Describe the permitting or local government ordinances or neighborhood issues (such as location

or parking compatibility) that could affect the schedule. ; Identify when the local jurisdiction will be contacted and whether community stakeholder

meetings are a part of the process. ; Projectbudgetanalysisforthepreferredalternative

; Cost estimate. ; Major assumptions used in preparing the cost estimate. ; Summary table of Uniformat Level II cost estimates. ; The C-100.

; Proposed funding. ; Identify the fund sources and expected receipt of the funds. ; If alternatively financed, such as through a COP, provide the projected debt service and fund source.

Include the assumptions used for calculating finance terms and interest rates. ; Facility operations and maintenance requirements.

; Define the anticipated impact of the proposed project on the operating budget for the agency or institution. Include maintenance and operating assumptions (including FTEs) and moving costs.

; Show five biennia of capital and operating costs from the time of occupancy, including an estimate of building repair, replacement and maintenance.



; Identify the agency responsible for ongoing maintenance and operations, if not maintained by the owner.

; Clarify whether furniture, fixtures and equipment are included in the project budget. If not included, explain why.

; Predesignappendices ; Completed Life Cycle Cost Model. ; A letter from DAHP. � Title report for projects including proposed acquisition. (NOT APPLICABLE)


PROJECT BUDGET UNIT COST DETAIL C-100, DESIGN ALTERNATE NO. 2 COST ESTIMATE REPORT, DESIGN ALTERNATE NO.2 C-100, DESIGN ALTERNATE NO. 3 COST ESTIMATE REPORT, DESIGN ALTERNATE NO.3

APPENDIX B

Agency

Project Name

OFM Project Number

Name

Phone Number 509.963.1120

Email

Gross Square Feet 119,890 MACC per Square Foot $372

Usable Square Feet 71,935 Escalated MACC per Square Foot $409

Space Efficiency 60.0% A/E Fee Class B

Construction Type College classroom facilit A/E Fee Percentage 6.26%

Remodel No Projected Life of Asset (Years) 50

Alternative Public Works Project No Art Requirement Applies Yes

Inflation Rate 2.38% Higher Ed Institution Yes

Sales Tax Rate % 8.30% Location Used for Tax Rate Ellensburg, WA

Contingency Rate 5%

Base Month June‐20 OFM UFI# (from FPMT, if available)Project Administered By Agency



[email protected]

Humanities & Social Sciences Complex

Central Washington University

STATE OF WASHINGTON

AGENCY / INSTITUTION PROJECT COST SUMMARY

Contact Information

Bill Yarwood

Updated June 2020

Statistics

Schedule




C‐100(2019) Page 2 of 12 7/2/2020

Alternate No. 2 (preferred)

Agency

Project Name

OFM Project Number



STATE OF WASHINGTON

AGENCY / INSTITUTION PROJECT COST SUMMARYUpdated June 2020


Predesign Services $148,700

A/E Basic Design Services $2,020,744

Extra Services $1,591,677

Other Services $907,871

Design Services Contingency $233,450

Consultant Services Subtotal $4,902,441 Consultant Services Subtotal Escalated $5,204,535

Construction Contingencies $2,227,761 Construction Contingencies Escalated $2,454,770

Maximum Allowable Construction Cost (MACC)

$44,555,220Maximum Allowable Construction Cost (MACC) Escalated

$49,025,510

Sales Tax $3,882,987 Sales Tax Escalated $4,272,864

Construction Subtotal $50,665,968 Construction Subtotal Escalated $55,753,144

Equipment $3,351,280

Sales Tax $278,156

Non‐Taxable Items $0

Equipment Subtotal $3,629,436 Equipment Subtotal Escalated $3,999,277


Agency Project Administration Subtotal

$1,215,789

DES Additional Services Subtotal $0

Other Project Admin Costs $0




Consultant Services

Construction


Equipment

Artwork

Other Costs



Acquisition

C‐100(2019) Page 3 of 12 7/2/2020


Item Base AmountEscalation Factor

Escalated Cost Notes

Purchase/Lease

Appraisal and ClosingRight of Way

Demolition $1,470,414

Pre‐Site Development

Other

Insert Row HereACQUISITION TOTAL $1,470,414 NA $1,470,414

Cost Estimate Details

Acquisition Costs


Cost Details ‐ Acquisition Page 4 of 12 7/2/2020




Programming/Site Analysis $120,500

Environmental AnalysisPredesign Study $28,200

Other Insert Row Here

Sub TOTAL $148,700 1.0299 $153,147 Escalated to Design Start

A/E Basic Design Services $2,020,744 69% of A/E Basic ServicesOther

Insert Row HereSub TOTAL $2,020,744 1.0502 $2,122,186 Escalated to Mid‐Design

Civil Design (Above Basic Svcs) $250,000

Geotechnical Investigation $35,000

Commissioning $120,000

Site Survey $35,000

Testing $100,000

LEED Services $90,000

Voice/Data Consultant $200,000

Value Engineering $80,000

Constructability Review $80,000

Environmental Mitigation (EIS) $20,000

Landscape Consultant $110,000

Acoustical Engineer, Cost Consultant $150,000

Remodel/Addition to Brooks 3% add $321,677


Bid/Construction/Closeout $907,871 31% of A/E Basic ServicesHVAC Balancing

Staffing


Sub TOTAL $907,871 1.1019 $1,000,383 Escalated to Mid‐Const.


Other

Insert Row HereSub TOTAL $233,450 1.1019 $257,239 Escalated to Mid‐Const.

CONSULTANT SERVICES TOTAL $4,902,441 $5,204,535


4) Other Services

5) Design Services Contingency


Consultant Services

1) Pre‐Schematic Design Services

2) Construction Documents

3) Extra Services

Cost Details ‐ Consultant Services Page 5 of 12 7/2/2020




G10 ‐ Site Preparation $435,000

G20 ‐ Site Improvements $980,000

G30 ‐ Site Mechanical Utilities $465,000

G40 ‐ Site Electrical Utilities $635,000

G60 ‐ Other Site Construction

Insert Row HereSub TOTAL $2,515,000 1.0795 $2,714,943

Offsite Improvements $430,000

City Utilities Relocation $175,000

Parking Mitigation

Stormwater Retention/DetentionOther

Insert Row HereSub TOTAL $605,000 1.0795 $653,098

A10 ‐ Foundations $1,295,861

A20 ‐ Basement ConstructionB10 ‐ Superstructure $4,556,289

B20 ‐ Exterior Closure $6,712,412

B30 ‐ Roofing $1,095,175

C10 ‐ Interior Construction $3,685,408

C20 ‐ Stairs $349,481

C30 ‐ Interior Finishes $2,969,230

D10 ‐ Conveying $301,650

D20 ‐ Plumbing Systems $1,378,200

D30 ‐ HVAC Systems $7,135,358

D40 ‐ Fire Protection Systems $585,890

D50 ‐ Electrical Systems $6,202,934

F10 ‐ Special ConstructionF20 ‐ Selective Demolition $119,204

General Conditions $2,535,081

GC Overhead & Profit $2,513,046


MACC Sub TOTAL $44,555,220 $49,025,510


Construction Contracts

1) Site Work

2) Related Project Costs

3) Facility Construction

4) Maximum Allowable Construction Cost

Cost Details ‐ Construction Contracts Page 6 of 12 7/2/2020


Allowance for Change Orders $2,227,761


Sub TOTAL $2,227,761 1.1019 $2,454,770

Other

Insert Row HereSub TOTAL $0 1.1019 $0

Sub TOTAL $3,882,987 $4,272,864

CONSTRUCTION CONTRACTS TOTAL $50,665,968 $55,753,144


Sales Tax

7) Construction Contingency

8) Non‐Taxable Items

This Section is Intentionally Left Blank





E10 ‐ Equipment $1,500,000

E20 ‐ Furnishings $1,851,280

F10 ‐ Special ConstructionOther



Sub TOTAL $0 1.1019 $0

Sub TOTAL $278,156 $306,501

EQUIPMENT TOTAL $3,629,436 $3,999,277

Equipment

1) Non Taxable Items

Sales Tax



Cost Details ‐ Equipment Page 8 of 12 7/2/2020




Project Artwork $00.5% of total project cost for new construction

Higher Ed Artwork $342,290

0.5% of total project cost for new and renewal construction

Other

Insert Row HereARTWORK TOTAL $342,290 NA $342,290

Artwork



Cost Details ‐ Artwork Page 9 of 12 7/2/2020




Agency Project Management $1,215,789

Additional ServicesOther

Insert Row HerePROJECT MANAGEMENT TOTAL $1,215,789 1.1019 $1,339,679

Project Management



Cost Details ‐ Project Management Page 10 of 12 7/2/2020




Mitigation Costs $175,000

Hazardous Material Remediation/Removal

$440,150

Historic and Archeological Mitigation $25,000

Other

Insert Row HereOTHER COSTS TOTAL $640,150 1.0795 $691,042

Other Costs



Cost Details ‐ Other Costs Page 11 of 12 7/2/2020


Tab G. Other Costs

Insert Row Here

Insert Row Here

Tab C. Construction Contracts

Tab E. Artwork

Insert Row Here

Tab F. Project Management

Insert Row Here

C‐100(2020)Additional Notes

Tab A. Acquisition

Insert Row Here

Insert Row Here

Tab D. Equipment

Insert Row Here

Tab B. Consultant Services

C‐100(2020) Page 12 of 12 7/2/2020


Estimate Issue Date: June 25, 2020Estimate Revision: 0

For: Dennis ErwoodStudio Meng Strazzara

Central Washington UniversityHumanities and Social Sciences

Ellensburg, WA

Conceptual Cost Model ‐ Preferred Option #2

Central Washington UniversityHumanities and Social SciencesEllensburg, WA

Conceptual Cost Model ‐ Preferred Option #2Date:

Estimated By:Architectural ‐ Andy Cluness, Mark Richardson

Structural: Andy Cluness

Electrical, Mechanical ‐ Neil Watson

Sitework ‐ Andy ClunessExclusions from Construction Cost:Pre‐construction Services

Design fees

Owners administration costs

Building and land acquisition fees

Legal and accounting fees

Removal of unforeseen underground obstructions

Owner’s furniture, furnishings and equipment

Owners supplied materials

Moving owners equipment and furniture

Compression of schedule, premium or shift work

Assessments, finance, legal and development charges

Builder's risk, project wrap‐up and other owner provided insurance program

Washington State Sales Tax

AV Equipment

Assumption used in establishing the estimate:

The project will be delivered utilizing the alternative project delivery method of Design, Bid, Build.

Estimating / Design Contingency is Included at 5.00%

Escalation is calculated to Construction Start Date June 2023.

Year 1 Escalation ‐ 4.50%



Open and competitive bidding among all proportions of the workItems that may affect the cost estimate:

Modifications to the scope of work included in this estimate.

Special phasing requirements other than mentioned above.

Restrictive technical specifications or excessive contract conditions.

Any non‐competitive bid situations.

Bids delayed beyond the projected schedule.

June 25, 2020

Page 1


Conceptual Cost Model ‐ Preferred Option #2Date:

Assumptions used in establishing the estimate:

A10: Foundations:Scope of work continuous and spread footings, perimeter drainage, reinforced concrete slab on grade, elevator pit.

B10: Superstructure:Vertical and horizontal steel structure including BRB brace frames, metal deck and reinforced concrete topping slab at floor structure,sprayed cementitious fireproofing, intumescent paint at select columns and housekeeping pads.

B20: Exterior enclosure:Scope of work includes laid up brick and metal panel and metal panel soffits. The extent of brick would be 70% and 30% metal panelsat opaque walls. Glazing scope includes curtain wall and storefront glazing. The extent of the glazing would be comparable to the Health Science project at approximately 24% to the gross wall area. Other scope would include louvers. Exterior door scope would include glazed aluminum doors at vestibules and hollow metal doors at other locations.

B30: Roofing:Roof scope of work includes a 1‐ply EPDM 60 mil white fully adhered with R‐38 insulation, sheet metal flashings, rough carpentry.Scope includes roof ladders, roof hatch, skylights.

C10: Interior Construction:Interior partitions consist of metal stud framing, batt insulation and gypsum board, interior glazing, railings at open to below areas,operable partitions and interior doors. Fittings and specialties will include toilet partitions, signage, miscellaneous, restroom accessories fire extinguishers and cabinets.

C20: StairsScope includes exit stairs and architectual stairs.

C30: Interior FinishesWall finishes include paint to gypsum board, porcelain tile at restroom wet walls, specialty wall finishes. Floor finishes include porcelaintile at restrooms, carpet tile, resilient flooring, polished concrete, walk off mats and sealed concrete at MEP rooms. Ceiling finishes include ACT and grid, gypsum board painted, specialty wall finishes.

D10: Conveying systems

Two passenger elevators.D20: Plumbing

Plumbing include sanitary fixtures, sanitary waste, vent and service piping, water treatment, storage and circulation, surface water drainage, gas piping, fittings and specialties.

D30: Heating, Ventilation and Air Conditioning (HVAC)Heat generation and chilling, thermal storage and circulation pumps, piping, fittings, valves and insulation, radiant systems, airhandling equipment, air distribution and return, diffusers and return air grilles, controls, instrumentation and balancing.

D40: Fire Protection Systems

Wet pipe sprinkler system, standpipe systems to stairs.D50: ElectricalElectrical scope includes main service and distribution, emergency or uniterrupted power, grounding systems, machine and equipment

power, user convenience power, testing and seismic restraints. Other scope includes lighting and branch wiring, communications and security systems, alarm and access control and CCTV system rough‐in only.

E10: Equipment

No Scope AnticipatedE20: Fixed FurnishingFixed furnishings include casework and interior and exterior window treatments.

June 25, 2020

Page 1


Conceptual Cost Model ‐ Preferred Option #2 Date:

OVERALL SUMMARY CONSTRUCTION COST Prepared By: AC

Construction Gross Area $/SF $

Humanities and Social Sciences Building New 90,580 SF 421.69 38,196,783

Brooks Remodel Renovation 5,000 SF 135.24 676,218

Brooks Addition at North Side New 24,098 SF 416.90 10,046,364

Sitework Site 3,303,909

Demolition & HAZMAT (L&L Building) Demolition 1,910,564

Off‐Site Improvements Site 794,777

54,928,615TOTAL CONSTRUCTION COST BUILDING & SITEWORK

June 25, 2020

Page 2


Conceptual Cost Model ‐ Preferred Option #2 Gross Floor Area: 95,580 SF

Summary of Estimate Date:

No. Element Description Element Totals Group Totals

A10 FOUNDATIONS 1,295,861 13.56

A1010 Standard Foundation 825,682 8.64

A1020 Special Foundation ‐

A1030 Slab on grade 470,180 4.92

A20 BASEMENT WALL CONSTRUCTION ‐

A2010 Basement Excavation ‐

A2020 Basement Wall Construction ‐

B10 SUPERSTRUCTURE 4,556,289 47.67

B1010 Floor & Roof Construction 4,556,289 47.67

B20 EXTERIOR ENCLOSURE 6,712,412 70.23

B2010 Exterior Walls 4,484,165 46.92

B2020 Exterior Windows 2,111,450 22.09

B2030 Exterior Doors 116,797 1.22

B30 ROOFING 1,095,175 11.46

B3010 Roofing 1,095,175 11.46

C10 INTERIOR CONSTRUCTION 3,685,408 38.56

C1010 Partitions 2,717,303 28.43

C1020 Interior Doors 622,856 6.52

C1030 Fittings 345,250 3.61

C20 STAIRS 349,481 3.66

C2010 Stair Construction 349,481 3.66

C30 INTERIOR FINISHES 2,969,230 31.07

C3010 Wall Finishes 872,601 9.13

C3020 Floor Finishes 951,220 9.95

C3030 Ceiling Finishes 1,145,409 11.98

D10 CONVEYING 301,650 3.16

D1010 Elevators & Lifts 301,650 3.16

D20 PLUMBING 1,378,200 14.42

D2010 Plumbing 1,378,200 14.42

D30 HVAC 7,135,358 74.65

D3010 HVAC 7,135,358 74.65

D40 FIRE PROTECTION 585,890 6.13

June 25, 2020

Cost Per SF

Page 3





June 25, 2020

Cost Per SF

D4010 Sprinkler System 585,890 6.13

D50 ELECTRICAL 6,202,934 64.90

D5000 Electrical 6,202,934 64.90

E10 EQUIPMENT ‐ ‐

E1010 Equipment ‐

E20 FURNISHINGS 851,280 8.91

E2010 Fixed Furnishings 851,280 8.91

F10 SPECIAL CONSTRUCTION ‐ ‐

F1010 Special Structure

F1020 Special Construction

F20 SELECTIVE BUILDING DEMOLITION 119,204 1.25

F2010 Selective Demolition 119,204 1.25

G BUILDING SITEWORK 2,515,000 26.31

G10 Site Preparation 435,000 4.55

G20 Site Improvement 980,000 10.25

G30 Site Mechanical Utilities 465,000 4.87

G40 Site Electrical Utilities 635,000 6.64

G DEMOLITION & ABATEMENT 1,454,359 15.22

G10 Demolition & Abatement 1,454,359 15.22

G OFFSITE IMPROVEMENTS 605,000 6.33





Sub‐Total Direct Cost 41,812,732 437.46

Estimating / Design Contingency 5.00% 2,090,637 21.87

Escalation ‐ June 2023 13.37% 5,871,191 61.43

General Conditions / General Requirements 5.20% 2,588,277 27.08

GC Overhead & Profit 4.90% 2,565,779 26.84

TOTAL CONSTRUCTION COST $54,928,615 574.69

Page 4




No. Element Description Element Totals

A10 FOUNDATIONS 1,295,861 ‐ A20 BASEMENT WALL CONSTRUCTION ‐ B10 SUPERSTRUCTURE 4,556,289 ‐ B20 EXTERIOR ENCLOSURE 6,712,412 ‐ B30 ROOFING 1,095,175 ‐ C10 INTERIOR CONSTRUCTION 3,685,408 ‐ C20 STAIRS 349,481 ‐ C30 INTERIOR FINISHES 2,969,230 ‐ D10 CONVEYING 301,650 ‐ D20 PLUMBING 1,378,200 ‐ D30 HVAC 7,135,358 ‐ D40 FIRE PROTECTION 585,890 ‐ D50 ELECTRICAL 6,202,934 ‐ E10 EQUIPMENT ‐ E20 FURNISHINGS 851,280 ‐ F10 SPECIAL CONSTRUCTION ‐ F20 SELECTIVE BUILDING DEMOLITION 119,204 ‐ G BUILDING SITEWORK 2,515,000 ‐ G DEMOLITION & ABATEMENT 1,454,359 ‐ G OFFSITE IMPROVEMENTS 605,000 ‐



Escalation ‐ June 2023 13.37% 5,871,191 61.43




June 25, 2020

Cost Per SF

Page 5



Humanities and Social Sciences Building Summary of Estimate Date:


A10 FOUNDATIONS 1,023,554 11.30



A1030 Slab on grade 371,378 4.10







B2010 Exterior Walls 3,650,374 40.30



B30 ROOFING 865,039 9.55

B3010 Roofing 865,039 9.55


C1010 Partitions 2,137,688 23.60


C1030 Fittings 268,751 2.97

C20 STAIRS 276,043 3.05





C3030 Ceiling Finishes 869,568 9.60

D10 CONVEYING 181,160 2.00


D20 PLUMBING 1,068,844 11.80

D2010 Plumbing 1,068,844 11.80

D30 HVAC 5,525,380 61.00

D3010 HVAC 5,525,380 61.00


June 25, 2020

Cost Per SF

Page 6





June 25, 2020

Cost Per SF


D50 ELECTRICAL 4,800,740 53.00

D5000 Electrical 4,800,740 53.00


E1010 Equipment ‐






F20 SELECTIVE BUILDING DEMOLITION ‐

F2010 Building Demolition ‐



Escalation ‐ June 2023 13.37% 4,082,765 45.07




Page 7



Library Improvements Summary of Estimate Date:


A10 FOUNDATIONS ‐

A1010 Standard Foundation ‐


A1030 Slab on grade ‐




B10 SUPERSTRUCTURE ‐

B1010 Floor & Roof Construction ‐

B20 EXTERIOR ENCLOSURE ‐

B2010 Exterior Walls ‐

B2020 Exterior Windows ‐

B2030 Exterior Doors ‐

B30 ROOFING ‐

B3010 Roofing ‐

C10 INTERIOR CONSTRUCTION 47,500 9.50

C1010 Partitions 35,000 7.00


C1030 Fittings 5,000 1.00

C20 STAIRS ‐ ‐

C2010 Stair Construction ‐

C30 INTERIOR FINISHES 104,000 20.80




D10 CONVEYING ‐ ‐

D1010 Elevators & Lifts ‐

D20 PLUMBING 25,000 5.00

D2010 Plumbing 25,000 5.00

D30 HVAC 140,000 28.00

D3010 HVAC 140,000 28.00


June 25, 2020

Cost Per SF

Page 8



Library Improvements Summary of Estimate Date:


June 25, 2020

Cost Per SF


D50 ELECTRICAL 125,000 25.00

D5000 Electrical 125,000 25.00


E1010 Equipment ‐






F20 SELECTIVE BUILDING DEMOLITION 44,500

F2010 Building Demolition 44,500 8.90

Sub‐Total Direct Cost 514,750 102.95

Estimating / Design Contingency 5.00% 25,738 5.15 Escalation ‐ June 2023 13.37% 72,279 14.46

General Conditions / General Requirements 5.20% 31,864 6.37 GC Overhead & Profit 4.90% 31,587 6.32

TOTAL CONSTRUCTION COST $676,218 135.24

Page 9





A10 FOUNDATIONS 272,307 11.30



A1030 Slab on grade 98,802 4.10




B10 SUPERSTRUCTURE 978,379 40.60

B1010 Floor & Roof Construction 978,379 40.60


B2010 Exterior Walls 833,791 34.60

B2020 Exterior Windows 372,314 15.45


B30 ROOFING 230,136 9.55

B3010 Roofing 230,136 9.55

C10 INTERIOR CONSTRUCTION 737,808 30.62

C1010 Partitions 544,615 22.60


C1030 Fittings 71,499 2.97

C20 STAIRS 73,439 3.05


C30 INTERIOR FINISHES 602,089 24.99




D10 CONVEYING 120,490 5.00


D20 PLUMBING 284,356 11.80

D2010 Plumbing 284,356 11.80

D30 HVAC 1,469,978 61.00

D3010 HVAC 1,469,978 61.00


June 25, 2020

Cost Per SF

Page 10





June 25, 2020

Cost Per SF


D50 ELECTRICAL 1,277,194 53.00

D5000 Electrical 1,277,194 53.00


E1010 Equipment ‐






F20 SELECTIVE BUILDING DEMOLITION 74,704

F2010 Building Demolition 74,704 3.10


Estimating / Design Contingency 5.00% 382,374 15.87

Escalation ‐ June 2023 13.37% 1,073,832 44.56

General Conditions / General Requirements 5.20% 473,392 19.64

GC Overhead & Profit 4.90% 469,277 19.47


Page 11


Conceptual Cost Model Date:

Sitework Summary of Estimate Prepared By: AC


G BUILDING SITEWORK 2,515,000

G10 Site Preparation 435,000

G20 Site Improvement 980,000

G30 Site Mechanical Utilities 465,000

G40 Site Electrical Utilities 635,000

Sub‐Total Direct Cost 2,515,000

Estimating / Design Contingency 5.00% 125,750 Escalation ‐ June 2023 13.37% 353,147 General Conditions / General Requirements 5.20% 155,683

GC Overhead & Profit 4.90% 154,329

TOTAL CONSTRUCTION COST $3,303,909

June 15, 2020

Page 12



Building Demolition / HAZMAT Summary of Estimate Prepared By: AC



G10 Building Demolition / HAZMAT 899,368

554,991

G20 Site Improvement

G30 Site Mechanical Utilities

G40 Site Electrical Utilities





June 15, 2020

Page 13



Off‐Site Improvements Summary of Estimate Prepared By: AC


G BUILDING SITEWORK 605,000





Sub‐Total Direct Cost 605,000



TOTAL CONSTRUCTION COST $794,777

June 15, 2020

Page 14

Agency

Project Name

OFM Project Number

Name

Phone Number 509.963.1120

Email

Gross Square Feet 119,890 MACC per Square Foot $389

Usable Square Feet 71,935 Escalated MACC per Square Foot $428

Space Efficiency 60.0% A/E Fee Class B

Construction Type College classroom facilit A/E Fee Percentage 6.21%

Remodel No Projected Life of Asset (Years) 50

Alternative Public Works Project No Art Requirement Applies Yes

Inflation Rate 2.38% Higher Ed Institution Yes

Sales Tax Rate % 8.30% Location Used for Tax Rate Ellensburg, WA

Contingency Rate 5%

Base Month June‐20 OFM UFI# (from FPMT, if available)Project Administered By Agency



[email protected]



STATE OF WASHINGTON

AGENCY / INSTITUTION PROJECT COST SUMMARY

Contact Information

Bill Yarwood

Updated June 2020

Statistics

Schedule




C‐100(2019) Page 2 of 12 7/2/2020

Alternate No.3

Agency

Project Name

OFM Project Number



STATE OF WASHINGTON

AGENCY / INSTITUTION PROJECT COST SUMMARYUpdated June 2020


Predesign Services $148,700

A/E Basic Design Services $2,100,408

Extra Services $1,270,000

Other Services $943,662


Consultant Services Subtotal $4,685,908 Consultant Services Subtotal Escalated $4,978,448

Construction Contingencies $2,334,230 Construction Contingencies Escalated $2,572,089

Maximum Allowable Construction Cost (MACC)

$46,684,606Maximum Allowable Construction Cost (MACC) Escalated

$51,356,877

Sales Tax $4,068,563 Sales Tax Escalated $4,476,105

Construction Subtotal $53,087,400 Construction Subtotal Escalated $58,405,071

Equipment $3,369,203

Sales Tax $279,644

Non‐Taxable Items $0

Equipment Subtotal $3,648,846 Equipment Subtotal Escalated $4,020,665


Agency Project Administration Subtotal

$1,233,518

DES Additional Services Subtotal $0

Other Project Admin Costs $0




Consultant Services

Construction


Equipment

Artwork

Other Costs



Acquisition

C‐100(2019) Page 3 of 12 7/2/2020

Alternate No.3



Purchase/Lease

Appraisal and ClosingRight of Way

Demolition $1,470,414

Pre‐Site Development

Other

Insert Row HereACQUISITION TOTAL $1,470,414 NA $1,470,414


Acquisition Costs


Cost Details ‐ Acquisition Page 4 of 12 7/2/2020

Alternate No.3



Programming/Site Analysis $120,500

Environmental AnalysisPredesign Study $28,200


Sub TOTAL $148,700 1.0299 $153,147 Escalated to Design Start

A/E Basic Design Services $2,100,408 69% of A/E Basic ServicesOther


Civil Design (Above Basic Svcs) $250,000

Geotechnical Investigation $35,000

Commissioning $120,000

Site Survey $35,000

Testing $100,000

LEED Services $90,000

Voice/Data Consultant $200,000

Value Engineering $80,000

Constructability Review $80,000

Environmental Mitigation (EIS) $20,000

Landscape Consultant $110,000

Acoustical Engineer, Cost Consultant $150,000


Bid/Construction/Closeout $943,662 31% of A/E Basic ServicesHVAC Balancing

Staffing


Sub TOTAL $943,662 1.1019 $1,039,821 Escalated to Mid‐Const.


Other

Insert Row HereSub TOTAL $223,138 1.1019 $245,877 Escalated to Mid‐Const.

CONSULTANT SERVICES TOTAL $4,685,908 $4,978,448


4) Other Services

5) Design Services Contingency


Consultant Services

1) Pre‐Schematic Design Services

2) Construction Documents

3) Extra Services

Cost Details ‐ Consultant Services Page 5 of 12 7/2/2020

Alternate No.3



G10 ‐ Site Preparation $487,200

G20 ‐ Site Improvements $1,097,600

G30 ‐ Site Mechanical Utilities $888,800

G40 ‐ Site Electrical Utilities $711,200

G60 ‐ Other Site Construction


Offsite Improvements $430,000

City Utilities Relocation $175,000

Parking Mitigation

Stormwater Retention/DetentionOther

Insert Row HereSub TOTAL $605,000 1.0795 $653,098

A10 ‐ Foundations $1,354,757

A20 ‐ Basement ConstructionB10 ‐ Superstructure $4,735,655

B20 ‐ Exterior Closure $7,259,340

B30 ‐ Roofing $1,144,950

C10 ‐ Interior Construction $3,838,518

C20 ‐ Stairs $365,365

C30 ‐ Interior Finishes $2,995,452

D10 ‐ Conveying $239,780

D20 ‐ Plumbing Systems $1,414,702

D30 ‐ HVAC Systems $7,313,290

D40 ‐ Fire Protection Systems $599,450

D50 ‐ Electrical Systems $6,354,170

F10 ‐ Special ConstructionF20 ‐ Selective Demolition

General Conditions $2,651,212

GC Overhead & Profit $2,628,167


MACC Sub TOTAL $46,684,606 $51,356,877


Construction Contracts

1) Site Work

2) Related Project Costs

3) Facility Construction

4) Maximum Allowable Construction Cost


Alternate No.3

Allowance for Change Orders $2,334,230


Sub TOTAL $2,334,230 1.1019 $2,572,089

Other

Insert Row HereSub TOTAL $0 1.1019 $0

Sub TOTAL $4,068,563 $4,476,105

CONSTRUCTION CONTRACTS TOTAL $53,087,400 $58,405,071


Sales Tax

7) Construction Contingency

8) Non‐Taxable Items

This Section is Intentionally Left Blank


Alternate No.3



E10 ‐ Equipment $1,500,000

E20 ‐ Furnishings $1,869,203

F10 ‐ Special ConstructionOther



Sub TOTAL $0 1.1019 $0

Sub TOTAL $279,644 $308,140

EQUIPMENT TOTAL $3,648,846 $4,020,665

Equipment

1) Non Taxable Items

Sales Tax



Cost Details ‐ Equipment Page 8 of 12 7/2/2020

Alternate No.3



Project Artwork $00.5% of total project cost for new construction

Higher Ed Artwork $354,624

0.5% of total project cost for new and renewal construction

Other

Insert Row HereARTWORK TOTAL $354,624 NA $354,624

Artwork



Cost Details ‐ Artwork Page 9 of 12 7/2/2020

Alternate No.3



Agency Project Management $1,233,518

Additional ServicesOther

Insert Row HerePROJECT MANAGEMENT TOTAL $1,233,518 1.1019 $1,359,214

Project Management



Cost Details ‐ Project Management Page 10 of 12 7/2/2020

Alternate No.3



Mitigation Costs $175,000

Hazardous Material Remediation/Removal

$440,150

Historic and Archeological Mitigation $25,000

Other

Insert Row HereOTHER COSTS TOTAL $640,150 1.0795 $691,042

Other Costs



Cost Details ‐ Other Costs Page 11 of 12 7/2/2020

Alternate No.3

Tab G. Other Costs

Insert Row Here

Insert Row Here

Tab C. Construction Contracts

Tab E. Artwork

Insert Row Here

Tab F. Project Management

Insert Row Here

C‐100(2020)Additional Notes

Tab A. Acquisition

Insert Row Here

Insert Row Here

Tab D. Equipment

Insert Row Here

Tab B. Consultant Services

C‐100(2020) Page 12 of 12 7/2/2020

Alternate No.3

Estimate Issue Date: June 25, 2020Estimate Revision: 1

For: Dennis ErwoodStudio Meng Strazzara

Central Washington UniversityHumanities and Social Sciences

Ellensburg, WA

Conceptual Cost Model ‐ Alternate #3


Conceptual Cost Model ‐ Alternate #3Date:

Estimated By:Architectural ‐ Andy Cluness, Mark Richardson

Structural: Andy Cluness

Electrical, Mechanical ‐ Neil Watson

Sitework ‐ Andy ClunessExclusions from Construction Cost:Pre‐construction Services

Design fees

Owners administration costs

Building and land acquisition fees

Legal and accounting fees

Removal of unforeseen underground obstructions

Owner’s furniture, furnishings and equipment

Owners supplied materials

Moving owners equipment and furniture

Compression of schedule, premium or shift work

Assessments, finance, legal and development charges

Builder's risk, project wrap‐up and other owner provided insurance program

Washington State Sales Tax

AV Equipment

Assumption used in establishing the estimate:

The project will be delivered utilizing the alternative project delivery method of Design, Bid, Build.

Estimating / Design Contingency is Included at 5.00%

Escalation is calculated to Construction Start Date June 2023.




Open and competitive bidding among all proportions of the workItems that may affect the cost estimate:

Modifications to the scope of work included in this estimate.

Special phasing requirements other than mentioned above.

Restrictive technical specifications or excessive contract conditions.

Any non‐competitive bid situations.

Bids delayed beyond the projected schedule.

June 25, 2020

Page 1


Conceptual Cost Model ‐ Alternate #3Date:

Assumptions used in establishing the estimate:

A10: Foundations:Scope of work continuous and spread footings, perimeter drainage, reinforced concrete slab on grade, elevator pit.

B10: Superstructure:Vertical and horizontal steel structure including BRB brace frames, metal deck and reinforced concrete topping slab at floor structure,sprayed cementitious fireproofing, intumescent paint at select columns and housekeeping pads.

B20: Exterior enclosure:Scope of work includes laid up brick and metal panel and metal panel soffits. The extent of brick would be 70% and 30% metal panelsat opaque walls. Glazing scope includes curtain wall and storefront glazing. The extent of the glazing would be comparable to the Health Science project at approximately 24% to the gross wall area. Other scope would include louvers. Exterior door scope would include glazed aluminum doors at vestibules and hollow metal doors at other locations.

B30: Roofing:Roof scope of work includes a 1‐ply EPDM 60 mil white fully adhered with R‐38 insulation, sheet metal flashings, rough carpentry.Scope includes roof ladders, roof hatch, skylights.

C10: Interior Construction:Interior partitions consist of metal stud framing, batt insulation and gypsum board, interior glazing, railings at open to below areas,operable partitions and interior doors. Fittings and specialties will include toilet partitions, signage, miscellaneous, restroom accessories fire extinguishers and cabinets.

C20: StairsScope includes exit stairs and architectual stairs.

C30: Interior FinishesWall finishes include paint to gypsum board, porcelain tile at restroom wet walls, specialty wall finishes. Floor finishes include porcelaintile at restrooms, carpet tile, resilient flooring, polished concrete, walk off mats and sealed concrete at MEP rooms. Ceiling finishes include ACT and grid, gypsum board painted, specialty wall finishes.

D10: Conveying systems

Two passenger elevators.D20: Plumbing

Plumbing include sanitary fixtures, sanitary waste, vent and service piping, water treatment, storage and circulation, surface water drainage, gas piping, fittings and specialties.

D30: Heating, Ventilation and Air Conditioning (HVAC)Heat generation and chilling, thermal storage and circulation pumps, piping, fittings, valves and insulation, radiant systems, airhandling equipment, air distribution and return, diffusers and return air grilles, controls, instrumentation and balancing.

D40: Fire Protection Systems

Wet pipe sprinkler system, standpipe systems to stairs.D50: ElectricalElectrical scope includes main service and distribution, emergency or uniterrupted power, grounding systems, machine and equipment

power, user convenience power, testing and seismic restraints. Other scope includes lighting and branch wiring, communications and security systems, alarm and access control and CCTV system rough‐in only.

E10: Equipment

No Scope AnticipatedE20: Fixed FurnishingFixed furnishings include casework and interior and exterior window treatments.

June 25, 2020

Page 1


Conceptual Cost Model ‐ Alternate #3 Date:

OVERALL SUMMARY CONSTRUCTION COST Prepared By: AC

Construction Gross Area $/SF $

Humanities and Social Sciences Building New 119,890 SF 421.69 50,556,550

Sitework Site 4,183,813

Demolition & HAZMAT (Farrell Hall Building) Demolition 1,910,564

Off‐Site Improvements Site 794,777

57,445,704TOTAL CONSTRUCTION COST BUILDING & SITEWORK

June 25, 2020

Page 2


Conceptual Cost Model ‐ Alternate #3 Gross Floor Area: 119,890 SF



A10 FOUNDATIONS 1,354,757 11.30



A1030 Slab on grade 491,549 4.10







B2010 Exterior Walls 4,831,567 40.30



B30 ROOFING 1,144,950 9.55

B3010 Roofing 1,144,950 9.55


C1010 Partitions 2,829,404 23.60


C1030 Fittings 355,714 2.97

C20 STAIRS 365,365 3.05






D10 CONVEYING 239,780 2.00


D20 PLUMBING 1,414,702 11.80

D2010 Plumbing 1,414,702 11.80

D30 HVAC 7,313,290 61.00

D3010 HVAC 7,313,290 61.00


June 25, 2020

Cost Per SF

Page 3





June 25, 2020

Cost Per SF


D50 ELECTRICAL 6,354,170 53.00

D5000 Electrical 6,354,170 53.00


E1010 Equipment ‐






F20 SELECTIVE BUILDING DEMOLITION ‐ ‐

F2010 Selective Demolition ‐

G BUILDING SITEWORK 3,184,800 26.56


G20 Site Improvement 1,097,600 9.16



G DEMOLITION & ABATEMENT 1,454,359 12.13

G10 Demolition & Abatement 1,454,359 12.13

G OFFSITE IMPROVEMENTS 605,000 5.05







Escalation ‐ June 2023 13.37% 6,140,237 51.22




Page 4




No. Element Description Element Totals

A10 FOUNDATIONS 1,354,757 ‐ A20 BASEMENT WALL CONSTRUCTION ‐ B10 SUPERSTRUCTURE 4,735,655 ‐ B20 EXTERIOR ENCLOSURE 7,259,340 ‐ B30 ROOFING 1,144,950 ‐ C10 INTERIOR CONSTRUCTION 3,838,518 ‐ C20 STAIRS 365,365 ‐ C30 INTERIOR FINISHES 2,995,452 ‐ D10 CONVEYING 239,780 ‐ D20 PLUMBING 1,414,702 ‐ D30 HVAC 7,313,290 ‐ D40 FIRE PROTECTION 599,450 ‐ D50 ELECTRICAL 6,354,170 ‐ E10 EQUIPMENT ‐ E20 FURNISHINGS 869,203 ‐ F10 SPECIAL CONSTRUCTION ‐ F20 SELECTIVE BUILDING DEMOLITION ‐ G BUILDING SITEWORK 3,184,800 ‐ G DEMOLITION & ABATEMENT 1,454,359 ‐ G OFFSITE IMPROVEMENTS 605,000 ‐



Escalation ‐ June 2023 13.37% 6,140,237 51.22




June 25, 2020

Cost Per SF

Page 5





A10 FOUNDATIONS 1,354,757 11.30



A1030 Slab on grade 491,549 4.10







B2010 Exterior Walls 4,831,567 40.30



B30 ROOFING 1,144,950 9.55

B3010 Roofing 1,144,950 9.55


C1010 Partitions 2,829,404 23.60


C1030 Fittings 355,714 2.97

C20 STAIRS 365,365 3.05






D10 CONVEYING 239,780 2.00


D20 PLUMBING 1,414,702 11.80

D2010 Plumbing 1,414,702 11.80

D30 HVAC 7,313,290 61.00

D3010 HVAC 7,313,290 61.00


June 25, 2020

Cost Per SF

Page 6





June 25, 2020

Cost Per SF


D50 ELECTRICAL 6,354,170 53.00

D5000 Electrical 6,354,170 53.00


E1010 Equipment ‐






F20 SELECTIVE BUILDING DEMOLITION ‐

F2010 Building Demolition ‐



Escalation ‐ June 2023 13.37% 5,403,871 45.07




Page 7



Sitework Summary of Estimate Prepared By: AC




G20 Site Improvement 1,097,600







June 15, 2020

Page 8



Building Demolition / HAZMAT Summary of Estimate Prepared By: AC



G10 Building Demolition / HAZMAT 554,991

899,368

G20 Site Improvement

G30 Site Mechanical Utilities

G40 Site Electrical Utilities





June 15, 2020

Page 9



Off‐Site Improvements Summary of Estimate Prepared By: AC


G BUILDING SITEWORK 605,000





Sub‐Total Direct Cost 605,000



TOTAL CONSTRUCTION COST $794,777

June 15, 2020

Page 10


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DEPARTMENT OF ARCHAEOLOGY & HISTORIC PRESERVATION (DAHP) LETTER

APPENDIX D

State of Washington • Department of Archaeology & Historic Preservation

P.O. Box 48343 • Olympia, Washington 98504-8343 • (360) 586-3065

www.dahp.wa.gov

June 22, 2020 Mr. Bill Yarwood, AIA Chief Architect, Capital Planning and Projects Central Washington University 400 East University Way Ellensburg, WA 98926-7523 In future correspondence please refer to: Project Tracking Code: 2020-06-04017 Property: Central Washington University; Brooks Library, Farrell Hall, Language and Literature Building Re: Humanities-Social Sciences Predesign Dear Mr. Yarwood: Thank you for contacting the Washington State Department of Archaeology and Historic Preservation (DAHP) regarding the development of a new Humanities and Social Sciences building on the Central Washington University (CWU) campus. We understand that you are self-funding a predesign, and applying for design funding in the 2021-23 biennium. We are providing these comments following our virtual conference and email discussions about the project, though neither the predesign nor the design funding is subject to review pursuant to Governor’s Executive Order 05-05 (GEO 05-05). Three buildings could be impacted by the potential construction of a new building or addition to Brooks Library, including Brooks Library itself, Farrell Hall, and the Language and Literature Building. Brooks Library and Farrell Hall were both completed in 1976 and designed by architectural firm Ibsen, Nelsen & Associates. It is our opinion that they are eligible for inclusion in the National Register of Historic Places under Criterion C for representing the work of master architecture firm Ibsen, Nelsen & Associates. The Language and Literature Building was completed in 1970 and designed by architectural firm Grant, Copeland, Chervenak & Associates. It is our opinion that it is also eligible for inclusion in the National Register under Criterion C for representing the work of master architecture firm Grant, Copeland, Chervenak & Associates. We believe all of these buildings are also eligible for inclusion in the National Register of Historic Places under Criterion A for their associations with broad patterns of history related to the late-twentieth century higher education at Central Washington University. We anticipate adverse impacts should the project development include demolition or significant alteration of any of the three abovementioned buildings. As such, we highly recommend your continued collaboration and engagement with our office to minimize any potential adverse impacts, and to plan and budget for any mitigation activities that arise out of our ongoing discussions. These comments have been provided on behalf of the State Historic Preservation Officer. Thank you for the opportunity to review and comment. We look forward to our continued consultation regarding this project and its design development through its ultimate construction. If you have any questions, please feel free to contact me. Sincerely,

Nicholas Vann, AIA

State of Washington • Department of Archaeology & Historic Preservation

P.O. Box 48343 • Olympia, Washington 98504-8343 • (360) 586-3065

www.dahp.wa.gov

Deputy State Historic Preservation Officer (360) 586-3079 [email protected]


LIFE CYCLE COST ANALYSIS REPORT

APPENDIX E


PROSPECTUS FOR HUMANITIES AND SOCIAL SCIENCE COMPLEX

APPENDIX F

Revised 06/24/20 Page 1 of 11

PROSPECTUS FOR HUMANITIES/SOCIAL SCIENCES COMPLEX

CENTRAL WASHINGTON UNIVERSITY I. VISION, MISSION STATEMENT AND CONTEXT

University Mission

The mission of Central Washington University is to prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression in the public interest; and to serve as a resource to the region and the state through effective stewardship of university resources. University Vision

“Central Washington University (CWU) is a dynamic, creative, and inclusive environment that promotes engaged learning and scholarship. It is distinguished regionally for the rigor of its curriculum and scholarship, for the excellence of its pedagogy, for the vibrancy of its co-curricular and residential experiences, for its commitment to providing access to higher education, and for its efforts to advance the social and economic health of the region. It is typified by an entrepreneurial spirit that establishes it as a national leader in higher education. It has a strong commitment to engaged learning and scholarship, internationalism, sustainability, inclusiveness, and life-long learning.” Context Central Washington University is one of six state-assisted, four-year institutions of higher education in Washington. A regional comprehensive university, CWU offers baccalaureate and graduate degrees in more than 100 academic programs to over 10,000 students. Throughout its history, the university has distinguished itself in many ways, most notably through its quality teaching and academic programs, its student-centered orientation, and its commitment to research, outreach, international experiences for faculty and students, and provision of life-long learning opportunities to the citizens of Washington.


College of Arts and Humanities Vision, Mission, and Strategic Priorities Vision: The College of Arts and Humanities empowers ethically minded students to reach their creative, intellectual, and leadership potential Mission: Recognized for our unwavering commitment to high quality teaching and learning, the College of Arts and Humanities is at the heart of the success of Central Washington University. Our innovative and dynamic departments and programs challenge our students to build enduring skills for lifelong achievement through an emphasis on creative, analytical, and ethical thinking and communication. We provide personalized mentorship; an inclusive, diverse and cross-disciplinary curriculum; opportunities for research, creative activities and service outside the classroom; and participation in a lively and stimulating community. As our alumni can affirm, this rich educational environment provides the foundation for a rewarding personal life, a productive career, and a commitment to globally informed civic values. Strategic Priorities 1. Create and support a culture of mentorship across the college 2. Support and promote strategic curricular growth and enhancement including interdisciplinary, international, multimodal, inclusive, and diverse programming 3. Increase support for and value of scholarship and creative expression 4. Improve visibility of CAH internally and externally 5. Better engage alumni College of the Sciences Mission and Commitments Mission: The College of the Sciences prepares students for enlightened and productive lives through the intertwined endeavors of learning and research in the classroom, laboratory, and field. As practitioners of scientific inquiry, students and faculty create and apply knowledge to solving human, social and environmental problems. The college values instruction, research, and service as interdependent activities that enable human curiosity and discovery.

Our Commitments: All departments within the CWU College of the Sciences are committed to teaching excellence; faculty and student research; scholarship and professional service; and community outreach, demonstrating the practical applications of our academic specialization.


CWU Libraries Vision CWU Libraries is committed to being a full partner with students and faculty in providing transformative teaching, learning, and research. We provide a wide variety of services, resources, and programs. We seek to make our offerings even more deeply integrated with the needs of our students and the greater CWU community. Mission The Central Washington University libraries provide quality resources and innovative services to stimulate creativity, intellectual curiosity, and to facilitate lifelong learning and research within the communities we serve. Strategic Priorities 1) Be a partner in transformative teaching, learning, and research 2) Welcome the University community with excellent service and resources, seamless

access to those resources and services, and inclusive spaces and programs accessible and approachable to all

3) Add to the quality of life of the CWU community 4) Create and extend an atmosphere of Inclusiveness and Diversity

II. PROGRAM RATIONALE

The program rationale for this project are to:

• Provide modern, effective, and safe learning environments for students. • Consolidate fragmented programs. • Accommodate growth of existing and new academic programs. • Address known facilities problems and provide sustainable, space, and energy

efficient solutions.

III. REQUIRED ROOM TYPES, COURSE OFFERINGS AND FUNCTIONS

In addition to an appropriate mix of office, support spaces and multi-media classrooms, CAH and CoTS departments use specialized laboratory and seminar instructional spaces. There is an overall need at the university for a large venue, 200 seat lecture hall. The nature of instruction in these teaching environments demands good acoustics, proper line of sight visibility, adequate ventilation and environmental control.


Instructional offerings range from small seminar and graduate classes to large lower division lecture courses with enrollments up to 200 students. There is increase demand for highly flexible, interactive classrooms set up with sophisticated A/V systems and movable tables and chairs. Laboratories for problem solving, data visualization, and text mining will support coursework and student research.

IV. CURRENT CONDITIONS

Humanities: CAH departments currently housed in the Language and Literature Building lack adequate office and instructional space to support the very large number of classes taught, and the aged spaces do not allow for 21st-century humanities pedagogy and inquiry-based collaborative learning. CAH currently houses the state’s only accessibility degree (BA, Deaf Studies) in L&L, which lacks full ADA access. The L&L building is old, inefficient and has reached the end of its productive life. The College of Arts and Humanities Dean is currently housed in fragmented space within Hebeler Hall which is remote from the bulk of CAH departments and programs. A goal of this project is to correct the CAH Dean space and location challenges. Social Sciences: The Law and Justice and Political Science departments are housed in Farrell Hall. Building systems in Farrell Hall have reached end of life as evidenced by a major HVAC system failure two years ago. Instructional spaces in Farrell are outdated, cramped, and do not meet demands for effective teaching and learning. Law and Justice currently operates a “mock courtroom” in a very small former classroom. A larger space is required to perform this function. Sociology is housed in Samuelson in space that was reprogrammed to meet their needs in 2018. Connection space: Connecting space between the Brooks Library and the new buildings in the complex will create a physical continuity and traffic flow between active classrooms, laboratories, and collaborative study space. Other Program Considerations: In order to fully vacate L&L, approximately 1600 square feet of space will need to be identified to accommodate the Ronald McNair Scholars Program. Full vacation of Farrell Hall will require relocation of CWAS (2800 square feet), Archeology Archives 900 square feet), Police and Public Safety gear storage (500 square feet), and the Anthropology Primate research group (1200 square feet) which includes archive materials from the former CHCI program.


V. FUTURE CWU PROGRAM, MASTER PLAN, ENROLLMENT AND SPACE REQUIREMENTS

This prospectus includes a summary of physical spaces required to address currently unmet and projected program needs for Humanities and Social Sciences departments. Instructional spaces are intended to meet departmental needs in the context of CWU’s inventory of general scheduled classrooms. Instructional spaces will be designed to be fully mediated and furnished to support multiple layout configurations. Infrastructure pathway will be incorporated in the design to support future adaptability for new technology. Office/department suites need to be arranged to allow flexible assignment of offices between departments and assignment to interdisciplinary functions as needed. The facility needs to respond to student demand for access of key functions outside of regular building hours. The facility needs to be highly energy efficient and fit into a new campus utilities Master Plan targeted at state mandated greenhouse gas reduction standards.

Master Plan

This project is included within the CWU 10 year capital plan in the “Central Neighborhood.” OVERARCHING CAMPUS-WIDE PLANNING GUIDELINES The following are capital planning guidelines and priorities that apply to all aspects of campus development: • Academic quality is a priority. New facilities will be flexible and support integrated, multidisciplinary programming. CWU will develop funding strategies to ensure facilities are safe, modern, and supportive of academic goals. • Aesthetics are a priority: Seek opportunities to screen or soften utility and materials-handling areas. Look for opportunities to preserve and enhance the quality and variety of green space. Support the expansion, variety, and accessibility of artistic elements in the landscape. Make campus borders safer, easier to maintain, and more consistent aesthetically by targeting for purchase strategic properties adjacent to campus. Establish consistent, visible, and attractive entrances to campus along city thoroughfares. • Pedestrians are a priority: Provide ADA, pedestrian, and bicycle access along arterial pathways. Circulation paths that flow with overall campus circulation should continue through buildings. Functions and facilities should be located to minimize the need for vehicle traffic on campus. Make features that serve both the university and the larger community accessible to both. Maintain campus compactness to ensure that students can walk from one building to another in about 10 minutes. • Sustainability is a priority: Promote energy conservation to support sustainability and cost efficiency. Use space efficiently, adding new gross square footage only when necessary. Building design and materials should be consistent, meet sustainability standards, and complement campus setting and regional climate. Open space outdoors should provide a respite from intellectual pursuits, provide inviting space for solitude or socialization, and feature interesting, diverse, well maintained plant life as well as complementary hardscapes. Planning should be integrated with Ellensburg and Kittitas


County comprehensive growth plans. The depreciation of facilities, fixtures, and equipment, and strategies to maintain or replace them is an integral part of campus planning.

The 2019-2029 CWU Capital Master Plan calls for us to:

• Continually adjust space functions to support evolving needs, mission and goals. Facility utilization and capacity will be maximized to meet space requirements.

• Plan for long-term space needs will consider re-use and re-purposing of existing facilities in conjunction with strategic development of new space.

• Accommodate about 37 percent of full-time Ellensburg students who will continue to live in on-campus residences. Strategically establish proximity among departments, proximity that will foster curriculum integration and support interdisciplinary programs.

• Provide solutions for departments with identified space compaction problems. • Develop spaces to support the delivery and administration of mentored

undergraduate and graduate research, externally funded projects, and interdisciplinary programs.

The development plans synthesize the relationships among potential new development, open space, and circulation with the existing elements of the campus environment. These plans aims to preserve and enhance areas that are strong contributors to a sense of place, while improving areas that are weaker by comparison. The plans are intended to visualize how the campus might appear with increased density, within the current boundaries and in accordance with the general master plan goals and objectives. The interrelationship between the campus, the community and downtown Ellensburg is also an important aspect of the plans. In addition, improvements to interaction, and thus sense of community, are proposed by increasing pedestrian linkages, improving existing facilities, siting new development where appropriate, and strengthening open space. Planning Guidelines The following are capital planning guidelines that apply to all neighborhoods: • Using uniform building design and materials. • Screening or softening of utility and materials-handling areas on buildings. • Providing pedestrian and bicycle access along arterial pathways will be provided. Circulation paths that flow with overall campus circulation will continue through buildings. • Locating functions and facilities to minimize the need for vehicle travel on campus. Uses which serve both the university and the larger community will be accessible to the community. • Promoting design consistent with campus setting and regional climate. • Implementing energy conservation through low maintenance and operating costs is promoted. • Using spaces fully, adding new gross square footage only when necessary.


• Operating facilities efficiently and maintaining them properly for maximum building life. • Developing new facilities with sustainability in mind, keeping a focus on energy use and consequent emission effects. 28 | 2019-2029 CWU CAPITAL MASTER PLAN This vision is informed and supported by ubiquitous digital technologies that connect people to teaching and learning, data, entertainment, and to each other, 24/7. Modern systems ensure the physical safety of people, and the security of personal information and intellectual property. Throughout, efficiency and sustainability are priorities. The vision is supported by thorough and true-cost budgeting, innovative funding, and rigorous stewardship.

Enrollment

The 2019-2029 CWU Master Plan states: “The number of students enrolled at CWU has remained relatively constant since 2010. CWU will strive to grow headcount enrollment at the residential campus to 12,000, and statewide to 14,000 by the fall term of 2024. CWU assumes the bulk of future enrollment growth will occur online and at satellite locations.”

Space Requirements This section details the various rooms, their quantities, and the sizes required to support existing academic programs and accommodate expected future program activity levels.

Projected Space Needs Projected Space Needs CAH Dean: No.

Req'd Unit Size Space (sq.ft.)

Reception 1 350 350 Dean 1 225 225 Associate Deans 2 150 300 Staff Offices 6 125 750 Secretarial/Student Assistant 1 150 150 Workroom/Office Service 1 140 140 Files 1 140 140 Conference Room 1 500 500 Storage 1 150 150 Administrative Assistant 1 140 140 Development 1 140 140

Sub-Total 2,985


English: No. Req'd

Unit Size Space (sq.ft.)

Department Chair 1 175 175 Reception/Secretarial 1 450 450 Workroom/Office Service 1 300 300 Files/ Instructional Storage 1 200 200 Faculty Offices 24 140 3360 Adjunct Offices 15 75 1125 Graduate/TA Offices 20 75 1500 Academic Counselor 1 140 140 Shared Emeritus Office 1 150 150 Acoustical Phonetics Lab 1 150 150 Conference/Seminar 1 450 450 Seminar 1 300 300

Sub-Total 8,300 World Languages: No.


Department Chair 1 175 175 Reception/Secretarial 1 350 350 Workroom/Office Service 1 250 250 Files/ Instructional Storage 1 200 200 Faculty Offices 15 140 2100 Adjunct Offices 4 75 300 Shared Emeritus Office 1 140 140 Conference/Seminar 1 350 350 Language Lab 1 800 800

Sub-Total 4,665 History: No.


Department Chair 1 175 175 Reception/Secretarial 1 350 350 Workroom/Office Service 1 250 250 Files/Instructional Storage 1 200 200 Faculty Offices 12 140 1680 Adjunct Offices 4 75 300 Graduate/TA Offices 12 75 900 Academic Counselor 1 140 140 Shared Emeritus Office 1 140 140 Conference/Seminar 1 350 350

Sub-Total 4,485


Philosophy: No.


Department Chair 1 175 175 Reception/Secretarial 1 350 350 Workroom/Office Service 1 250 250 Files/Instructional Storage 1 200 200 Faculty Offices 10 140 1400 Adjunct Office Space 4 75 300 Shared Emeritus Office 1 140 140 Conference/Seminar 1 350 350

Sub-Total 3,165 Political Science: No.


Reception 1 350 350 Department Chair 1 175 175 Faculty Offices 12 140 1680 Adjunct Offices (shared) 5 140 700 Emeritus Faculty (shared) 1 140 140 Secretarial/Student Assistant 1 150 150 Workroom/Office Service 1 140 140 Files 1 140 140 Student Club Office 1 140 140 Reading Room 1 250 250 Storage 1 150 150 Academic Counselor 1 140 140 Sub-Total 4,155

Law and Justice: No.


Reception 1 350 350 Department Chair 1 175 175 Faculty Office 12 140 1680 Adjunct Offices (shared) 5 140 700 Emeritus Faculty (shared) 1 140 140 Secretarial/Student Assistant 1 150 150 Student Club Office 1 140 140 Reading Room 1 250 250 Workroom/Office Service 1 140 140 Academic Counselor 1 140 140 Multi-media conference room 1 300 300 Files 1 140 140


Department Lab (Mock Courtroom) 1 800 800 Sub-Total 5,105

Sociology: No.


Reception 1 350 350 Department Chair 1 175 175 Faculty Office 14 140 1960 Adjunct Offices (shared) 5 140 700 Emeritus Faculty (shared) 1 140 140 Secretarial/Student Assistant 1 150 150 Student Club Office 1 140 140 Workroom/Office Service 1 140 140 Academic Counselor 1 140 140 Multi-media conference room 1 350 350 Files 1 140 140 Sub-Total 4,385

General Classrooms: No.


200 Seat Multi-media Lecture Room/ Film Studies Theater -Auditorium Seating

1 3200 3200

100 Seat Multi-media Lecture Room -Auditorium Seating

1 1700 1700

80 Seat Multi-media Lecture Room- Auditorium Seating

1 1400 1400

60 Seat Multi-media Classroom 3 1350 4050 50 Seat Multi-media Classroom 8 1100 8800 42 Seat Multi-media Classroom 10 900 9000 30 Seat Multi-media Classroom 6 650 3900

Sub-Total 32,050 D.E Classroom: No.


30 Seat D.E. Room 1 700 700 D.E. Support Room 1 200 200

Sub-Total 900 Support/Shared Spaces: No.


General Scheduled Meeting Room (24 hour card access)

1 350 350


General Computer Lab (24 card hour access)

1 800 800

Storage 1 100 100 Mothers Room 1 120 120 Display Areas (In public circulation space) 1 - - Faculty/Staff Lounge 1 400 400 Student Collaboration Areas

Sub-Total 1,770

TOTAL ASSIGNABLE S.F. 71,935 In addition to these spaces, there is a desire for outdoor seating and gathering areas as well as informal space in public areas for students to study, collaborate on projects, and conduct meetings. Gross Square Footage Requirements Given this space program and an estimated efficiency ratio of 60%, the estimated square footage requirement is 119,890 GSF (71,935 ASF/60% efficiency = 119,890 GSF.)


CWU EXISTING FACILITY CONDITION ASSESSMENT REPORTS

APPENDIX G

Central Washington UniversityCENTRAL WASHINGTON UNIVERSITYBROOKS LIBRARY FacilityBROOKS LIBRARY

Institution ID 375Site ID 375

Building ID A06018

Building Detail

143,324 99,794

Year Of Original Construction 1976

Building Size - Gross Building Size- Assignable

Year Of Last Renovation

Building Use Type Teaching Labs

Construction Type Heavy

Building Condition Summary

Building Components

Scores CommentsSystems

Survey Date 04/15/20 Survey By FMD

Condition Index 0.12

Relative Condition Score 3

Weighted Avg Condition Score 2.6

1.4A Substructure:

Foundations

1Standard Foundations2Slab on Grade

2.8B Shell:

Superstructure

3Floor Construction2Roof Construction

Exterior Closure

3Exterior Walls4Exterior Windows3Exterior Doors

Roofing

2Roof Coverings2Roof Opening2Projections

2.2C Interiors:

Print Date: 05/04/20Copyright Meng Analysis 2005

Page 1 of 3

eilersje

Highlight



Building ID A06018

Building Detail

Interior Construction

2Fixed and Moveable Partitions2Interior Doors3Specialties

Staircases

1Stair Construction2Stair Finishes

Interior Finishes

2Wall Finishes3Floor Finishes 2 Floor Replace 2018 New 12Ceiling Finishes

2.8D Services:

Vertical Transportation

3Elevators and Lifts

Plumbing

2Plumbing Fixtures2Domestic Water Distribution2Sanitary Waste3Rain Water Drainage

Special Plumbing Systems DOES NOT EXIST

HVAC

2Energy Supply2Heat Generating Systems4Cooling Generating Systems4Distribution Systems4Terminal and Package Units2Controls and Instrumentation Controllers Upgraded

Special HVAC Systems and Equipment DOES NOT EXIST

Fire Protection

Fire Protection Sprinkler Systems DOES NOT EXIST3Stand-Pipe and Hose Systems

Fire Protection Specialties DOES NOT EXISTSpecial Fire Protection Systems DOES NOT EXIST

Electrical

3Electrical Service and Distribution3Lighting and Branch Wiring4Communication and Security Systems3Special Electrical Systems

2.0E Equipment and Furnishings:


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Building ID A06018

Building Detail

Equipment and Furnishings

2Fixed Furnishings and Equipment2Moveable Furnishings (Capital Funded Onl

2.0E Special Construction:

Special Construction

2Integrated Constr. & Special Constr. Syste DISTANCE ED ROOMSpecial Controls and Instrumentation DOES NOT EXIST


Page 3 of 3

Central Washington UniversityCENTRAL WASHINGTON UNIVERSITYFARRELL HALL FacilityFARRELL HALL


Building ID A02449

Building Detail

34,952 19,250




Building Use Type Teaching Labs



Building Components






1.6A Substructure:

Foundations


3.4B Shell:

Superstructure


Exterior Closure


Roofing


2.2C Interiors:


Page 1 of 3

eilersje

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Building ID A02449

Building Detail



Staircases


Interior Finishes

2Wall Finishes3Floor Finishes3Ceiling Finishes

3.2D Services:


3Elevators and Lifts

Plumbing



HVAC

3Energy SupplyHeat Generating Systems DOES NOT EXISTCooling Generating Systems DOES NOT EXIST

5Distribution Systems4Terminal and Package Units4Controls and Instrumentation3Special HVAC Systems and Equipment

Fire Protection

4Fire Protection Sprinkler Systems Wet Stand Pipe2Stand-Pipe and Hose Systems

Fire Protection Specialties DOES NOT EXISTSpecial Fire Protection Systems DOES NOT EXIST

Electrical




Page 2 of 3



Building ID A02449

Building Detail



E Special Construction:


Integrated Constr. & Special Constr. Syste DOES NOT EXISTSpecial Controls and Instrumentation DOES NOT EXIST


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Central Washington UniversityCENTRAL WASHINGTON UNIVERSITYLANGUAGE & LITERATURE FacilityLANGUAGE & LITERATURE


Building ID A05420

Building Detail

52,904 28,346




Building Use Type General Classroom



Building Components






1.0A Substructure:

Foundations


2.7B Shell:

Superstructure


Exterior Closure


Roofing


3.0C Interiors:


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Building ID A05420

Building Detail



Staircases


Interior Finishes


3.3D Services:


4Elevators and Lifts ELEVATOR FREQUENTLY MALFUNCTIONS

Plumbing



HVAC


3Distribution Systems4Terminal and Package Units4Controls and Instrumentation


Fire Protection

3Fire Protection Sprinkler Systems 1st Floor OnlyStand-Pipe and Hose Systems DOES NOT EXISTFire Protection Specialties DOES NOT EXISTSpecial Fire Protection Systems DOES NOT EXIST

Electrical




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Building ID A05420

Building Detail







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Central Washington UniversityCENTRAL WASHINGTON UNIVERSITYINTERNATIONAL CENTER FacilityINTERNATIONAL CENTER


Building ID A04244

Building Detail

12,846 8,175




Building Use Type Office

Construction Type Light


Building Components






2.6A Substructure:

Foundations


2.9B Shell:

Superstructure


Exterior Closure


Roofing

3Roof CoveringsRoof Opening DOES NOT EXIST

2Projections

3.0C Interiors:


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eilersje

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Building ID A04244

Building Detail



Staircases


Interior Finishes


4.0D Services:


Elevators and Lifts DOES NOT EXIST

Plumbing



HVAC


4Distribution Systems4Terminal and Package Units5Controls and Instrumentation


Fire Protection

Fire Protection Sprinkler Systems DOES NOT EXISTStand-Pipe and Hose Systems DOES NOT EXISTFire Protection Specialties DOES NOT EXISTSpecial Fire Protection Systems DOES NOT EXIST

Electrical




Page 2 of 3



Building ID A04244

Building Detail







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